Case Study Part 1

2017 ◽  
pp. 20-29
Keyword(s):  
Academic Library ◽  
Current Implementation ◽  
Academic Year ◽  
Counter Data ◽  
Usage Data

Chapter 3 introduces a case study, which involves a medium-sized academic library that has been acquiring e-books primarily through large subscription packages from three major vendors. All three vendors in this case study – ebrary, EBSCO, and Safari – provide COUNTER usage reports to their customers. All three vendors have joined the COUNTER membership and been registered as COUNTER-compliant. The chapter describes their current implementation of the COUNTER book reports. The usage reports discussed throughout the case study were retrieved from each vendor for the academic year of July 2015–June 2016, and include COUNTER and non-COUNTER reports. The chapter also identifies what COUNTER reports each vendor provides and evaluates the degree of their compliance. Despite the variations in the COUNTER reports they implement, all three vendors supply their customers with essential COUNTER data on e-books usage, i.e. the numbers of successful requests, turnaways, and searches. In addition to the COUNTER reports, they all provide non-COUNTER reports to their customers. Although the number of non-COUNTER reports vary widely among ebrary, EBSCO, and Safari, all three vendors provide abundant and unique usage data.

scholarly journals Student’s Perception and Expectation Regarding Library Services Quality: A Case Study of a Public Multi Campus University of Punjab, Pakistan

2021 ◽  
Vol 7 (2) ◽  
pp. 319-327
Author(s):  
Shakeela Shah ◽  
Ghazal Khalid Siddiqui ◽  
Shaheen Pasha
Keyword(s):  
Random Sampling ◽  
Services Quality ◽  
Academic Library ◽  
Descriptive Statistics ◽  
Library Services ◽  
Perceived Service Quality ◽  
Proportional Allocation ◽  
Perceptions And Expectations ◽  
Academic Year

The disparity between students' perceptions and expectations is measured in this study to determine the perceived service quality (SQ) of public university’s academic library units. The data related to SQ of libraries has been gathered through- questionnaire based survey including both closed-ended and open-ended questions. SERVQUAL instrument consisting of 22 items was utilized for assessing student's expectations and perceptions. The students enrolled in regular programmes of the academic year 2013-2014 were taken as population. Using stratified random sampling through proportional allocation, a sample of 372 respondents was designed.  Data were analyzed quantitatively using descriptive statistics and qualitatively using NVivo software for content of open-ended questions. Findings revealed that student's expectations were higher.

Extended and experimenting: library learning commons service strategy and sustainability

2016 ◽  
Vol 37 (4/5) ◽  
pp. 265-274 ◽  
Author(s):  
Jennifer Gunter King
Keyword(s):  
Planning Process ◽  
Academic Library ◽  
Historical Review ◽  
Academic Librarians ◽  
Content Type ◽  
Research Engagement ◽  
Learning Commons ◽  
Library Research ◽  
The Commons

Purpose – The purpose of this paper is to share a compelling example of a library’s willingness to develop and design itself as an open-ended process. Design/methodology/approach – The case study provides a historical review of the library’s founding design, and an overview of the process and approach to redesign. The study contextualizes the library within current academic library research and literature. Findings – This paper explores the research, engagement and planning process behind the library’s exploration of new models and service configurations. The project was an engaged, inclusive, transparent, library-led process. The commons reestablishes the library as the “nerve center” of the campus. Originality/value – The paper offers an update to a 1969 report, and later book by Robert Taylor on the Harold F. Johnson Library at Hampshire College, designed as a prototype of an academic library. This paper will be of value to academic librarians, administrators, and historians.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Communicating value through strategic engagement

2018 ◽  
Vol 39 (3/4) ◽  
pp. 154-165 ◽  
Author(s):  
Scott Walter
Keyword(s):  
Academic Library ◽  
First Century ◽  
Content Type ◽  
Campus Engagement ◽  
Library Assessment ◽  
Culture Of Assessment ◽  
The University ◽  
Library Value ◽  
University Setting

Purpose The purpose of this paper is to explore ways in which “library value” may be communicated in a university setting through more effective engagement with strategic planning and a broader array of campus partners. Design/methodology/approach This paper presents a case study of an academic library in which alignment with the university mission and strategic plan and alignment of library assessment efforts with the broader culture of assessment at the university have resulted in positive gains for the library in terms of campus engagement and recognition of library value. Findings This paper provides insights into successful strategies for improved communication of library value to senior leadership, new investment in library facilities, and enhanced opportunities for collaboration across the university on strategic initiatives including student success, innovation in teaching and scholarship, and community engagement. Originality/value This paper provides library leaders with new approaches to engagement with campus partners and senior academic leadership in promoting the library as a strategic resource worthy of investment in the twenty-first century.

The Policy of Reducing Study Places in Communist Romania Case Study of the Academic Year 1982-1983

2014 ◽  
Vol 4 (2) ◽  
pp. 97-110
Author(s):  
Matei Gheboianu
Keyword(s):  
Higher Education ◽  
Education System ◽  
Higher Education System ◽  
Academic Year

Abstract: In the Romanian education system, the 1980s were a time of big constraints. The most severe decline in the number of places in the higher education system occurred in the preparation of the academic year 1982/1983. This trend continued during the following years, albeit it was less drastic. In this paper I try to answer the following questions: Which was the overall significance of the cuts? How were the cuts distributed among forms of higher education – daytime courses, evening courses and extramural courses? Which were the reasons behind these cuts? Were the cuts motivated by the employers’ demand of graduates?

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