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Relevant bibliographies by topics / Library staff

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Academic literature on the topic 'Library staff'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 May 2022

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Journal articles on the topic "Library staff"

1

Pastine, Maureen, and Judy Searles. "Library Staff Recognition Awards." Bottom Line 7, no. 2 (February 1994): 12–14. http://dx.doi.org/10.1108/eb025410.

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Morris, Leslie R. "Library Staff and OCLC." Journal of Interlibrary Loan,Document Delivery & Electronic Reserve 15, no. 3 (February 24, 2005): 1–5. http://dx.doi.org/10.1300/j474v15n03_01.

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Holt, Glen E. "Theft by library staff." Bottom Line 20, no. 2 (June 12, 2007): 85–93. http://dx.doi.org/10.1108/08880450710773020.

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Bakewell, Ken. "MOTIVATION OF LIBRARY STAFF." Library Management 14, no. 5 (May 1, 1993): 18–19. http://dx.doi.org/10.1108/01435129310043879.

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Describes an investigation, by six former postgraduate students of Information and Library Studies of the motivation of 30 professional library staff. The questionnaires, designed by the students in consultation with lecturing staff and senior library staff were completed by the students during interviews lasting from ten minutes to two hours. Staff tended to be disatisfied with pay and opportunities for promotion and would have liked more training and better communications.

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Gustav Johannsen, Carl. "Innovative public library services – staff-less or staff-intensive?" Library Management 35, no. 6/7 (August 5, 2014): 469–80. http://dx.doi.org/10.1108/lm-01-2014-0006.

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Purpose – Several recent library innovations seem to make professional and clerical staff superfluous such as automated loan and delivery equipment, staff-less libraries open in 80 hours a week, and virtual services, enabling users to search the library catalogue and make reservations of library materials from their home address. The purpose of this paper is to examine whether such developments will necessarily lead to a situation where public libraries become self-service institutions or to what extent self-service and innovative staff-intensive library services can develop and co-exist. Furthermore, the paper will examine what challenges library leaders face and what they can do, and actually have done, to handle staff resistance and other related problems to the benefit of both the users, the local communities, and also, the staff, in particular, when introducing new and innovative services. Design/methodology/approach – The paper is based on the author's evaluations of two recent Danish library development projects. Both evaluations are based on empirical data and apply quantitative (questionnaires) as well as qualitative (interviews, observations) methods. Findings – The findings reveal that staff attitudes toward staff-less libraries, and – more surprising – also toward more staff-intensive practices have been somewhat reluctant and skeptical. The paper also presents leadership initiatives which have proved to handle such resistances constructively. Originality/value – The paper contains a first-hand report on the results of a recent (2011-2012) unique, full-scale, Danish public library development project, investigating the experiences with pro-active and guest-customer relationships within a public library setting.

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Maxymuk, John. "Staff resources." Bottom Line 18, no. 2 (June 1, 2005): 95–97. http://dx.doi.org/10.1108/08880450510597550.

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PurposeTo show that despite libraries' tendencies to focus all their efforts – even in the online environment – on developing tools, resources, and finding aids for their patrons, some have also used the web to develop resources for staff needs.Design/methodology/approachSurveys a number of library web sites and highlights online resources that have been developed to assist library staff in areas of training, organization, and professional development.FindingsRanging from online instruction for new staff, listings of library policies and passwords, and resources for staff development, many libraries have begun to use their web sites to provide valuable information for staff too.Originality/valueThe examples presented in this column can provide guidance for any library beginning to use their web site to provide information resources for their staff. Several types of information are presented showing both the range of information of use to staff and a variety of methods to convey that information.

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Page, Julie A., and George J. Soete. "Preservation orientation for library staff." College & Research Libraries News 55, no. 6 (June 1, 1994): 358–61. http://dx.doi.org/10.5860/crln.55.6.358.

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Todaro, Julie Beth. "Competency Lists for Library Staff." Community & Junior College Libraries 10, no. 3 (March 2002): 61–67. http://dx.doi.org/10.1300/j107v10n03_09.

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Wittingslow, George E., and Barrie Mitcheson. "Job Satisfaction Among Library Staff." Journal of Library Administration 5, no. 4 (January 25, 1985): 61–69. http://dx.doi.org/10.1300/j111v05n04_07.

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Jones, Glynis. "Health Library Staff Member Spotlight." Journal of Health Information and Libraries Australasia 3, no. 1 (May 2, 2022): 45–47. http://dx.doi.org/10.55999/johila.v3i1.108.

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Dissertations / Theses on the topic "Library staff"

1

Evans, Paul. "A multimedia system to instruct novice users of online library catalogues." View thesis, 1996. http://library.nepean.uws.edu.au/about/staff/thesis.html.

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Goulding, Anne. "Managing public library support staff in times of change." Thesis, University of Sheffield, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.262047.

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Dalston, Teresa R. Turner Philip M. "Evaluating e-training for public library staff a quasi-experimental investigation /." [Denton, Tex.] : University of North Texas, 2009. http://digital.library.unt.edu/ark:/67531/metadc12113.

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Dalston, Teresa. "Evaluating e-Training for public library staff: A quasi-experimental investigation." Thesis, University of North Texas, 2009. https://digital.library.unt.edu/ark:/67531/metadc12113/.

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A comparative evaluation framework of instructional interventions for implementation of online training for public library staff would enable a better understanding of how to improve the effectiveness, efficiency and efficacy of training in certain training environments. This dissertation describes a quasi-experimental study of a two-week, asynchronous online training course that was provided at four levels of instructional intervention to public library staff in the United States. The course content addressed the complex issues of difficult patron policy development and situational coping techniques. The objective of the study was to develop and demonstrate a theoretically grounded, evidence-based impact evaluation framework. The framework was used to assess the relative impact of an online course for public librarians at four levels of instructional intervention. The researcher investigated the relationships between the type of e-Training instructional interventions and the short- and long-term impacts on participants' knowledge, self-efficacy, and workplace performance. The study used a longitudinal, quasi-experimental design that included a pretest, posttest and three-month delayed posttest with follow-up survey. 194 participants completed all three phases of the study. The evaluation tools measured course content related knowledge and self-efficacy at all three phases (pretest, posttest, and delayed posttest) and assessed workplace application of training at 3-month follow-up. The results of this study contributed to evaluation theory and learning theory literature applied to the online learning environment and informed public library staff online training practices and evaluation methodologies.

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Vakhnovan, Diana, and Діана Святославівна Вахнован. "Influence of Personal Characteristics of Library Staff on their Job Satisfaction." Thesis, National Aviation University, 2021. https://er.nau.edu.ua/handle/NAU/52257.

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When choosing a profession a young person is guided more by prestige, his feelings, skills and knowledge in the profile subjects, he may listen to the opinion of others, but rarely takes into account his individual personal characteristics, which make a significant contribution to the effectiveness and interest of the work performed. The aim of the study was to determine the impact of the personal characteristics of library staff on their job satisfaction.

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Woodward, Nakia J., Rachel R. Walden, and Rick L. Wallace. "Determining the Mosaic of Information Usage Habits of Faculty and Staff." Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/etsu-works/8707.

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Objectives: The purpose of this study is to determine the actual information usage habits of faculty and staff at **** versus librarians perceptions and opinions. Methods: A prevalidated pilot tested survey will be conducted of the faculty and staff of the ***** College of Medicine and ****College of Pharmacy. The survey will examine what are the most useful resources, specifically databases and journals, for their research and work. The results of the survey will be compared to the library's current collection and the research results will help serve as a basis for future collection development decisions. Library staff will also be surveyed to allow for a comparison between library staff perceptions and actual utility of the collection.

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Bolton, Marcia. "The impact of continuous staff development on teaching practices in Reading Recovery." < Digital Thesis and Dissertation Collection > Username and password required for access, SU only, 2004. http://www.su.edu/library/digitalthesis/boltonmaria.pdf.

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Atua-Ntow, Cynthia. "Staff assessment of the success of the integrated library system : the case of the University of Ghana Library System." Diss., University of Pretoria, 2016. http://hdl.handle.net/2263/59625.

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Library automation in Ghana began barely 13 years ago with the University of Ghana Balme Library being the first to start automation in 2003. Library automation is attained by means of a specific type of information system, an integrated library system (ILS). Given that modern academic libraries rely heavily on their ILS to meet user needs, the success of the ILS is vital. In 1999 Farajpahlou published a set of 26 criteria to assess the success of ILS in university libraries that was subsequently validated in both developing and developed countries (Iran and Australia). In this case study of the University of Ghana Library System (UGLS) Farajpahlou‟s original set of criteria was assessed for applicability and used to assess the success of the UGLS by surveying 28 randomly selected library managers, IT specialists and selected paraprofessionals who work with the UGLS ILS. The study showed that, in the opinion of these respondents, the UGLS ILS conclusively satisfies 13 out of the 16 criteria accepted by the research respondents out of the 26 criteria that constitute the Farajpahlou (1999, 2002) success criteria. This outcome suggests that the UGLS ILS may not be conclusively deemed to be successful. Furthermore, the study also suggests that, although Farajpahlou‟s success criteria can serve as a basis for the assessment of ILS success in academic libraries, some criteria may need to be altered or removed and additional criteria added to make it a more robust set of criteria to assess ILS success globally. This research contributes to studies that seek to assess the success of library automation in academic libraries in Ghana and also contribute to the development of potentially suitable success assessment criteria, which may be of value to both researchers and practitioners. Library automation in Ghana began barely 13 years ago with the University of Ghana Balme Library being the first to start automation in 2003. Library automation is attained by means of a specific type of information system, an integrated library system (ILS). Given that modern academic libraries rely heavily on their ILS to meet user needs, the success of the ILS is vital. In 1999 Farajpahlou published a set of 26 criteria to assess the success of ILS in university libraries that was subsequently validated in both developing and developed countries (Iran and Australia). In this case study of the University of Ghana Library System (UGLS) Farajpahlou‟s original set of criteria was assessed for applicability and used to assess the success of the UGLS by surveying 28 randomly selected library managers, IT specialists and selected paraprofessionals who work with the UGLS ILS. The study showed that, in the opinion of these respondents, the UGLS ILS conclusively satisfies 13 out of the 16 criteria accepted by the research respondents out of the 26 criteria that constitute the Farajpahlou (1999, 2002) success criteria. This outcome suggests that the UGLS ILS may not be conclusively deemed to be successful. Furthermore, the study also suggests that, although Farajpahlou‟s success criteria can serve as a basis for the assessment of ILS success in academic libraries, some criteria may need to be altered or removed and additional criteria added to make it a more robust set of criteria to assess ILS success globally. This research contributes to studies that seek to assess the success of library automation in academic libraries in Ghana and also contribute to the development of potentially suitable success assessment criteria, which may be of value to both researchers and practitioners.
Mini Dissertation (MIT)--University of Pretoria, 2016.
Information Science
MIT
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Karlsson, Emelie, and Claes Arvidson. "Work Distribution for a Heterogeneous Library Staff : A Personnel Task Scheduling Problem." Thesis, Linköpings universitet, Optimeringslära, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-130042.

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The distribution of tasks to a heterogeneous work force at libraries and other service institutions is a time consuming task for manual schedulers. In this thesis, we study the possibility of making the assignment using operations research techniques. The problem studied concerns seven days per week, five types of tasks, two types of staff qualifications and around 100 tasks per week to be assigned to the staff. Staff member satisfaction is also taken into account in the scheduling process. The main objective is to create an optimal ten week rotating schedule, in which the stand-in staff members are evenly distributed. Such a schedule is considered to be robust, since stand-in staff can replace the regular staff when there is unforseen absence. A mathematical model is formulated for the problem and is solved using the commercial solver CPLEX. We also present two different large neighbourhood search heuristic implementations for this problem. The first heuristic assigns complete week blocks to the staff members, while the second one distributes one task at a time. The latter heuristic works better than the former and achieves results comparable to those of the commercial solver. Our conclusion is that the second heuristic works better because it focuses on finding a good weekend distribution before creating the rest of the schedule. A conclusion from our work is that the weekend-worker constellation is the most significant degree of freedom in the problem.

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Clayton, Peter, and n/a. "User involvement in academic library strategic planning: congruence amongst students, academic staff and libary staff at the Canberra College of Advanced Education." University of Canberra. Library and Information Studies, 1988. http://erl.canberra.edu.au./public/adt-AUC20050627.142122.

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The present study attempted to answer two questions: do academic library users have a distinctive and useful input to make to library strategic planning? If they do, what mechanisms will permit them to participate effectively in this planning process? To address these questions research was carried out in two stages at a single institutional site, the Canberra College of Advanced Education. The first of these utilised a structured group discussion process, Nominal Group Technique (NGT). This was used both as an indicator of user planning priorities and as a pilot research technique contributing to the design of a subsequent survey. This survey obtained a response rate of over 90 percent from a sample of 379. The study attempted to establish that academic staff and students do have a worthwhile input to make to planning by testing for congruence between the rankings of library planning priorities of these user groups and the rankings of planning priorities of Library staff. No strong positive correlations were established between the priorities of student groups and Library staff, although in the survey the priorities of academic staff and Library staff were found to be related. These results suggest users do have a worthwhile input to make to library strategic planning. Other tests for congruence were also applied between and within respondent groups, because if a group was found to have different priorities there would be a prima facie case for consulting members of that group as part of the planning process. Both mechanisms used in the present study were considered successful. User surveys have been employed for planning in previous studies with a future-oriented component. However, it appears that this may have been the first formally reported application of NGT to library management. Experience in the present study suggests it is a highly suitable technique for situations such as strategic planning, where generation of ideas or comment on priorities is required. However, an attempt to establish congruence between the results obtained using NGT and those obtained from the survey yielded inconclusive results. It is believed that major changes in the institutional environment were principally responsible for this, although a methodological limitation may also have contributed. The study concludes with suggestions for further research.

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Books on the topic "Library staff"

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Training student library staff. Worthington, Ohio: Linworth Pub., 1997.

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L, Jarvis Patrick, ed. Directory of library staff organizations. Phoenix: Oryx Press, 1986.

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B, Moran Barbara, and Allan Barbara 1954-, eds. Training skills for library staff. Lanham, Md: Scarecrow Press, 2003.

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Managing change for library support staff. Aldershot, England: Avebury, 1996.

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Library, University of Waterloo. University of Waterloo Library staff manual. Waterloo, Ont: The Library, 1987.

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Lessons for the library student staff. Worthington, Ohio: Linworth, 1992.

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Carlette, Washington-Hoagland, Zsulya Carol, and Library Leadership and Management Association. Human Resources Section. Staff Development Subcommittee, eds. Staff development: A practical guide. Chicago: American Library Association, 2012.

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Service, Clwyd (Wales) Library &. Information. Learning with your public library: Staff pack. Clwyd: CLIS, 1989.

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Oakland, Library Consortium (Pittsburgh Pa ). Standing Committee on Preservation. Preserving library resources: A guide for staff. Pittsburgh, PA: Oakland Library Consortium, 1990.

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Barbara, Allan. Training skills for information and library staff. London: Library Association Publishing, 2000.

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Book chapters on the topic "Library staff"

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Dimond, B. C. "Staff Injuries Caused by Psychiatric Patients." In Medicolegal Library, 204–13. Berlin, Heidelberg: Springer Berlin Heidelberg, 1986. http://dx.doi.org/10.1007/978-3-642-82574-3_25.

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Thompson, Kimberly A., and Karlene Noel Jennings. "Your library staff." In More Than a Thank You Note, 27–35. Elsevier, 2009. http://dx.doi.org/10.1016/b978-1-84334-443-8.50003-7.

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Sanders, Roy. "Staff development." In Australian Library Supervision and Management, 157–73. Elsevier, 2006. http://dx.doi.org/10.1016/b978-1-876938-30-7.50022-0.

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Johannsen, Carl Gustav. "Open Library Communities, Users, and Usage." In Staff-Less Libraries, 113–47. Elsevier, 2017. http://dx.doi.org/10.1016/b978-0-08-101923-8.00004-6.

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Johannsen, Carl Gustav. "Open Library Service in a Broader Perspective." In Staff-Less Libraries, 43–69. Elsevier, 2017. http://dx.doi.org/10.1016/b978-0-08-101923-8.00002-2.

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"Staff appraisal." In Staff Management in Library and Information Work, 157–82. Routledge, 2017. http://dx.doi.org/10.4324/9781315242545-6.

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Inskip, Charles. "Developing Library Staff Digital Literacies." In Digital Literacy Unpacked, 139–52. Facet, 2018. http://dx.doi.org/10.29085/9781783301997.012.

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"Appendix B: Library staff survey." In Meeting the Needs of Student Users in Academic Libraries, 191–200. Elsevier, 2012. http://dx.doi.org/10.1016/b978-1-84334-684-5.50015-0.

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"E-Learning for Library Staff." In The Challenges to Library Learning, 27–34. Routledge, 2008. http://dx.doi.org/10.4324/9780203889398-7.

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Turner, Thomas, and Howard Raskin. "Investing In Staff." In Books in Library and Information Science Series. CRC Press, 2003. http://dx.doi.org/10.1201/9780203913161.ch4.

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Conference papers on the topic "Library staff"

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Roth, Patrick J., and Jeffrey D. Daniels. "“Flip This House”: “Back of the House” Library Staff Engaging the Wider Campus Community." In Charleston Library Conference. Purdue University Press, 2016. http://dx.doi.org/10.5703/1288284316297.

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Matthews, Jennifer K., and Christine Davidian. "Migrating to Alma Without an Acquisitions Staff: Evolving Acquisitions and Electronic Workflows From Their Legacy Silos." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317187.

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When the decision was made to migrate to Alma integrated library system, Rowan University libraries had an acquisitions department and a moderate understanding of how this migration would occur. With the official announcement of the migration to Alma, the entire acquisitions team announced their retirement shortly thereafter. While Alma provided the library with an opportunity to reevaluate workflows and collaborations this was a curveball that no one was expecting. Additionally, many resources were not traditionally tracked in Voyager, the previous library management system but tracked in Intota the previous electronic resource management system. However, these resources would now be tracked in Alma for a variety of reasons. This added another layer of complication to the retirements that occurred and the implementation that was well underway. This paper will discuss how Rowan University Libraries has managed the Alma migration without the historical institutional memory of the former acquisitions team. It will also examine how the libraries have examined workflows anew as a result of both the migration and these vacancies, and how Rowan University Library has taken advantage of these expanding opportunities since the beginning of the migration until and through the go-live date to account for these new integrations.

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"Approvals, Slips, and DDA! Oh My! The Yellow Brick Road to Collaborative Approval and DDA Profiling." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317172.

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In the last several years, approval profiling has changed significantly and grown increasingly complex, particularly due to the prevalent shift toward collecting in electronic formats. While approval profiles have been predominantly e-preferred for some time, the growth of demand-driven acquisition (DDA) has led to new license models, modes of acquisition, and tighter integration of DDA with approvals. With the advent of the DDA-preferred approval plan came options for the inclusion of multiple e-book platforms as well as complexities involving publisher embargoes. Additionally, the numerous approval and DDA profile parameters, workflow options, and administrator settings vary widely, resulting in a seemingly endless array of possibilities that can affect how titles are ultimately profiled. The task of creating a new profile or preparing profile reviews can be overwhelming, especially for those new to profiling or trying a new vendor. However, it can and should be a collaborative experience with vendors that leads to more than just great profiles. While library staff should strive to learn how to make the most of what a vendor offers, vendors should inquire about the library’s collection development strategies, issues, and needs. Vendors can also share current trends and offer advice modeled on how other libraries handle similar issues, as well as gather feedback for potential development. This paper supplies tips that will help library staff who are preparing to create or review approval or DDA profiles or to profile with new vendors, to be better prepared in order to maximize their time profiling with vendors.

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Tenopir, Carol, Jordan Kaufman, Robert J. Sandusky, and Danielle Pollock. "The Time Has Come… To Talk About Why Research Data Management Isn’t Easy." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317185.

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For the last decade, academic libraries have talked with each other and with potential partners about their roles in helping to manage research data and their plans to expand or initiate research data services (RDS). Libraries have the capacity to provide these services, but the range and maturity of research data services from libraries vary considerably. In summer 2019, our team surveyed a sample of academic libraries of all sizes who are members of the Association of College and Research Libraries (ACRL) to find out about their current RDS and plans for the future. This study is a follow-up to surveys of this same group in 2012 and 2015. Our findings include the types of RDS currently being offered in academic libraries, the barriers that hinder RDS implementation, and staff capacity for creating RDS.

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Kanik, Leyla. "Performance Appraisal of Library Staff Working in Universities." In Proceedings of the International Conference on QQML2010. WORLD SCIENTIFIC, 2011. http://dx.doi.org/10.1142/9789814350303_0039.

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Novak, Denise D. "Great Expectations: Leading Libraries Through the Minefield of Continuous Change." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317188.

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If there is one thing all library administrators and managers can be sure of, it is that our space, our collections, our systems and our leadership will be impacted by change. Managing that change is critical if managers, directors, deans in our libraries will be able to continue to meet the needs of our communities with different tools and resources. This lively discussion will feature brief presentations about how libraries at Carnegie Mellon University and at Kresge Business Administration Library (University of Michigan) have changed in recent history. The presenters will include what worked well and what worked not as well at the two institutions. They will focus on two areas. First, Denise Novak will explore change through five key aspects: nature, process, role, culture and staff participation of change. Second, Corey Seeman will explore change as defined by six key terms: inevitability, rapidity, flexibility, hospitality, accountability, and empathy. Participants at the meeting will be invited to share how change is managed at their institutions and what issues might be present or on the horizon.

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Tierney, Barbara G., and Corinne Bishop. "Dual-Campus Subject Librarians at University of Central Florida." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317186.

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A new dual-campus subject librarian program is being rolled out at the University of Central Florida (UCF) whereby several subject librarians divide their time between two campuses, the legacy main campus in East Orlando and the new Downtown Orlando Campus. As of Fall 2019, four UCF subject librarians regularly travel to the new Downtown Campus to provide library support for academic programs, faculty, and students who recently relocated to the new facility. Dual-campus subject librarians are also maintaining support services for their assigned academic programs that remain at the UCF Main Campus. This article provides information and reflections about how the dual-campus subject librarian model operates and how it impacts staff duties from two perspectives. The first perspective is from the UCF Social Sciences subject librarian, who supports graduate and undergraduate programs in The School of Public Administration and Public Affairs graduate programs at the Downtown Campus, as well as graduate and undergraduate programs in Politics, Security & International Affairs and Criminal Justice at the Main Campus. The second perspective is from the Main Campus Head of the Research and Information Services Department, who supervises the dual-campus subject librarians.

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Ward, Caryl, and Jill E. Dixon. "Change: Watch For The Right Time." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317177.

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Collection budgets are an essential tool for building collections yet the amounts of allocations can ebb and flow over the years. Modifying the budget structure is an intimidating, exhausting exercise with administrative and political ramifications that affect the workload of collections librarians as well as the workflows in acquisitions departments. External and internal forces such as impending budget cuts and serials reviews, a new library system, new department heads, newly minted librarians’ learning curves, and the creation or demolition of big deals seem like roadblocks to a budget revision process. They can also be seized as opportunities to look at new models. Libraries get by with the allocations provided in any given year, but would it be better for the collections if the approach to allocations was more flexible from the beginning, more of a proactive allocation instead of reactive? At Binghamton University Libraries, the hiring of a new Head of Collection Development and migrating to a new library system necessitated collaborative conversations concerning structures and roles for the two departments. This paper presents scenarios and recommendations for determining when and how to collaboratively evaluate a legacy budget structure, redefine allocations, and review staff roles.

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Svergunova, N. M., and N. Yu Gorlina. "Development of personal and professional potential of library staff." In Культура, наука и искусство - современные векторы развития вуза культуры. Орел: Орловский государственный институт культуры, 2021. http://dx.doi.org/10.53722/9785905436499_77.

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Mattern Büttiker, Sharon M., James King, Susie Winter, and Crane Hassold. "Should You Pay for the Chicken When You Can Get It for Free? No Longer Life on the Farm as We Know It." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317182.

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The scholarly publishing ecosystem is being forced to adapt following changes in funding, scholarly review, and distribution. Taken alone, each changemaker could markedly influence the entire chain of research consumption. Combining these change forces together has the potential for a complete upheaval in the biome. During the 2019 Charleston Library conference, a panel of stakeholders representing researchers, funders, librarians, publishers, digital security experts, and content aggregators addressed such questions as what essential components constitute scholarly literature and who should shepherd them. The 70-minute open dialogue with audience participation invited a range of opinions and viewpoints on the care, feeding, and safekeeping of peer-reviewed scholarly research. The panelists were: James King, Branch Chief & Information Architect at the NIH; Sharon Mattern Büttiker, Director of Content Management at Reprints Desk; Crane Hassold, Senior Director of Threat Research at Agari; and Susie Winter, Director of Communications and Engagement, Springer Nature. The panel was moderated by Beth Bernhardt, Consortia Account Manager at Oxford University Press. Beth posed questions to the panel and each panelist replied from their vantage point. The lively discussion touched on ideas and solutions not yet discussed in an open forum. Such collaborative approaches are now more essential than ever for shaping the progress of the scientific research community. In attendance were librarians, editorial staff, business development managers, data handlers, library collection managers, content aggregators, security experts and CEOs.

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Reports on the topic "Library staff"

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Gordon, Shannon, and Alison Hitchens. Library Impact Practice Brief: Supporting Bibliometric Data Needs at Academic Institutions. Association of Research Libraries, October 2020. http://dx.doi.org/10.29242/brief.waterloo2020.

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This practice brief presents research conducted by staff at the University of Waterloo Library as part of the library’s participation in ARL’s Research Library Impact Framework initiative. The research addressed the question, “How can research libraries support their campus community in accessing needed bibliometric data for institutional-level purposes?” The brief explores: service background, partners, service providers and users, how bibliometric data are used, data sources, key lessons learned, and recommended resources.

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Steeves, Brye. Classified library critical in Lab’s Annual Assessment of weapons to U.S. President National Security Resource Center’s collections are the foundation to stockpile confidence By the National Security Research Center staff. Office of Scientific and Technical Information (OSTI), March 2021. http://dx.doi.org/10.2172/1773326.

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Commonwealth Bank of Australia - Head Office cnr Pitt Street & Martin Place - Extensions 1931-1933 - Interior upon completion - Staff library (copy a). Reserve Bank of Australia, March 2022. http://dx.doi.org/10.47688/rba_archives_pn-000968.

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Commonwealth Bank of Australia - Head Office cnr Pitt Street & Martin Place - Extensions 1931-1933 - Interior upon completion - Staff library (copy b). Reserve Bank of Australia, March 2022. http://dx.doi.org/10.47688/rba_archives_pn-000969.

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