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Building multilingual resources and providing multilingual services have always been important tasks for Chinese academic libraries, but they are also the difficult issues that the libraries are facing. In this chapter, we present a survey conducted on six different academic libraries for collecting data on multilingual resource building, on the usages of the multilingual resources and on multilingual services. Each of our survey to an academic library consisted of four interviews to the library administrator and the librarians of the book, periodical and database departments. Our goal in this chapter is to examine multilingual resources and services in academic libraries in China. The study results confirm several conclusions from the literature about multilingual resources and services in Chinese academic libraries, and at the same time, the results also reveal original insights on possible strategic decision on focusing on multilingual databases and books, and on the problem of lacking adoption of translation-based technologies such as cross-language information access and machine translation in improving the usages of multilingual collections and services.

This chapter presents a case study of how Baker Library Services, a department of Harvard Business School's Knowledge and Library Services, has refocused its distinctive capabilities in order to become better integrated with research and course development and increase the value of its human and material resources' contributions to research, teaching, and learning. As part of a multipronged strategy, this chapter has developed new individual and organizational capabilities, including Research Support Continuum, Research Services Delivery Model, the Project Management Office, and services to support collaborative research and course development environments. The chapter is presented as a journey with reference to an earlier report on the development of the Curriculum Services Group, an update on current initiatives, and an outline of future plans for continuing to review the priorities needed to achieve the group's strategic shifts.

In November 2001, Scott Carlson, in the Chronicle of Higher Education wrote an article on library use titled “The deserted library: As students work online, reading rooms empty out—leading some campuses to add Starbucks” (Carlson, 2001). The essence of this chapter is that many librarians, facing dramatic declines in library gate counts resulting from the wealth of electronic resources accessible remotely, were beginning to move away from traditional conceptions of the library as primarily a repository for print collections. Carlson describes the “tough sell” that the Georgia College and State University in Milledgeville had experienced when planning a $19.5 million library addition in the mid-1990s. In response librarians had begun “fighting back” with “plush chairs, double-mocha lattes, book groups, author readings.” Still, no one knew whether these stratagems would enhance learning or bring its readers back.

Nowadays, the higher education institutions (HEIs) of Thailand are affiliated by the Ministry of Higher Education, Science, Research and Innovation and other relevant Ministries which connects the state-of-the-art technology/facilities to all academic programmes at HEIs. Thailand has been successful in the growth in access to higher education across the country, but there are many specific requirements to improve the accountability of higher education system in the nation across many decades. This paper provides an introduction of holistic information about Thailand’s higher education system. It then describes an overall picture of developing and managing the quality assurance (QA) of Thai higher education. It also points to the details of criteria, processes, and systems which were adopted into the model of QA such as higher education standards, accreditation process of curriculum, Thailand Qualifications Framework, as well as provides the linkage between national education act, policy and standards, QA, feedback for continuous improvement as the key component of QA in the educational system. Finally, the paper presents the challenges and opportunities in the rapid change of the twenty-first century and globalisation as the main points and crucial factors requiring Thai HEIs to continue improving their quality effectively.

In some organizations action is taken to stimulate creativity and innovation. The right steps may have been taken, such as involving employees in decision making, recruiting and appointing employees who evidence characteristics of creativity, setting standards for work performance and giving regular feedback, yet creativity and innovation are hampered in some way. The culture of an organization may be a factor contributing to the extent to which creativity and innovation occur in an organization (Johnson, 1996; Judge et al., 1997; Pienaar, 1994; Shaughnessy, 1988; Tesluk et al., 1997; Tushman & O’Reilly, 1997 in Martins & Terblanche, 2003). The current organizational culture and the demands of creativity and innovation may lead to a conflict situation.