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To explain the background, functionality, and content of the CARL metadata harvester and search service, http://carl‐abrc‐oai.lib.sfu.ca/, and to outline plans for improving the service. Design/methodology/approach – This case study employs simple statistical analyses to a set of harvested metadata.

This paper documents the use of unqualified Dublin Core (uDC) elements in the metadata harvested from the repositories participating in the CARL harvester, and identifies patterns in the use of that metadata. It also compares these findings with a similar study, and identifies areas for further research.

This paper is limited to discussion of the characteristics of a relatively small set of metadata collected using the Open Archives Initiative Protocol for Metadata Harvesting. However, analyses reveal some patterns in the use of this metadata that are valuable in the development of best practices for repository implementers.

This paper documents the use of uDC elements by a specific community. Its findings will form a basis for developing mechanisms for improving the effectiveness of the metadata generated by that community and therefore the services built around that metadata.

While there are several other studies that take an approach similar to that taken in this paper, no one has yet studied this specific data set. More generally, this paper contributes a valuable case study to research on the implementation of the Open Archives Initiative Protocol for Metadata Harvesting.

UnCover, a multidisciplinary article access database, was released in December 1988 to members of CARL (Colorado Alliance of Research Libraries). Since its release, access to UnCover has been acquired by additional libraries through a gateway connection. UnCover is made possible by the cooperation of eight of the CARL libraries, which presently send their journals to CARL Systems Inc., where they are checked in and their table of contents entered into the UnCover database (See Table 1). The journals are returned to their libraries within 24 hours. The diversity of the universities' academic programs and the many interests of the public library clients have resulted in the creation of this large database containing journal citations on virtually every subject (See Table 2). As of June 1990, UnCover contains nearly 10,000 journal titles and over 900,000 article titles.

Carl Woods, a management consultant, experiences a series of frustrating events when trying to replace the mesh sling to a patio chair. Eventually, he realizes that he could organize a coopetitive relationship among the various outdoor furniture companies, each of which provided only a portion of the service he needed. The case tracks Carl's recognition of the opportunity presented by a hole in the market and the consultant's role in the development of coopetition in the Florida outdoor furniture industry. Students are asked to assist Carl in performing the consulting role by developing solutions to the problems that have arisen within the coopetitive group.

This case has been field researched.

The case is suitable for undergraduate students in basic entrepreneurship, small business management, or organizational behavior.

Thirty thousand people, using more than 450 active terminals, perform hundreds of thousands of searches daily on the Colorado Alliance of Research Libraries (CARL) Public Access Catalog (PAC). The Denver Public Library, the University of Colorado at Boulder, the University of Denver, the University of Northern Colorado, the Colorado School of Mines, and the Auraria Library are the six libraries of CARL; about 2.6 million bibliographic records are contained in the members' databases. An additional 200,000 MARC‐based bibliographic records representing local, regional, state, and federal documents are in a database shared by two or more members.

Providing effective subject access to OPACs is a major problem area and this article considers the relative merits of providing enhanced content indexing of document records with natural language or controlled vocabulary. The retrieval performance of a particular approach is not the only factor to be taken into consideration and the need for multilingual subject access to OPAC records is discussed.

The purpose of this paper is to offer a response to expressions in the literature concerning the limitations of critical reflection, using Rancière’s exposition of the role of values and reasonableness to examine how forms of negotiated work-based learning can support learners’ pathways to impact in their organisation. The implications for work applied management in terms of enabling these employees to make an impact are considered.

Vignettes illuminate and articulate Rancière’s (1991, 2010) ideas, the vignettes constructed through events experienced and narrated, perhaps imagined, tutorial conversations, assignments and work practices. Such construction of “multiple layers of fiction and narrative imaginings” draws on Sparkes (2007, p. 522). They consider individuals’ negotiation of working practices using ideas developed during their studies, and personal and professional development prompted by unexpected insights into their capabilities, interests, and possible roles.

Negotiated work-based learning appears to offer the individual opportunity to take responsibility for action in his/her learning and in his/her workplace, but effect depends on several factors, and can be perceived in different ways. Students’ encounter with autonomy in their studies resonates with Rancière’s belief in equality. In the workplace (becoming “citizens” alongside “reasonable” individuals) their agency might, at best, lead to “reasonable moments”, as they encounter both negative and positive challenges of work applied management.

Successful utilisation of agency in learning prompts expectations of responsibility and equality in the workplace. Such equality can lead to diverse, unpredicted insights and consequent opportunities for changes in practice.

This is the first paper to utilise Ranciére’s ideas to offer a critical consideration of both learning provision and workplace practice. Consideration of his profound stance on individuals’ freedom and agency provides rich (but challenging) prompts for analysis of one’s own practice, and the potential for impact when the manager is “ignorant”.

Support sought for changes to copyright law EIIA members have been asked to support a change in the copyright laws to permit some ‘fair use’ copying of software. A proposal is likely to go to the European Commission this month. Meanwhile, Memoranda of Mutal Understanding have been signed with the United States' HA and Japan's JICOA, to co‐operate in activities such as supporting the free flow of information.

Saztec Europe forms new division. Saztec Europe has formed a new division which will specifically concentrate on marketing its services to European libraries. Chris Dowd and Glenda Rousseau, who have 30 years of bibliographic services experience between them, head a team of 10 specialists in London and Scotland. Detailed knowledge and experience in multilingual database creation are claimed. Talks are currently taking place with European national libraries on the prospects for further work of this kind. Conrad Lealand, Managing Director of Saztec Europe, said he believed a number of major catalogue conversions would take place during the next four years.

The paper aims to provide an overview of the background and context of the decision by a Canadian research library to invest in developing and implementing its own in‐house library leadership development program (LLDP).

This paper is a case study and is presented in three parts: leadership circumstances within the Canadian research libraries, with particular reference to The Future of Human Resources in Canadian Libraries (the 8Rs Study), the University Library at the University of Saskatchewan and its Strategic Plan, with particular reference to its relationship and engagement strategy and other strategic HR initiatives; and the conceptualisation, content and competencies of the LLDP. This paper discusses why and how a leadership development program has been implemented.

The paper shows that LLDP is a work‐in‐progress and is a practical step in a journey to change organizational culture, and build individual and organizational leadership capacity.

While some of the context is Canadian specific, the local strategy implementation has relevance and applicability in other academic and research library contexts.

This paper provides a discussion of current leadership challenges for Canadian research libraries, including a leadership development strategy exemplified by the experiences and work underway at the library at the University of Saskatchewan.