• 主题
高级搜索  >
历史搜索 清空历史
首页> 外文会议>92nd SLA Annual Conference Jun 9-14, 2001 San Antonio, TX >Corporate Bunker or Cyber Cafe: Rethinking the Strategic Role of the Library in the Corporation ― A Case Study
【24h】

Corporate Bunker or Cyber Cafe: Rethinking the Strategic Role of the Library in the Corporation ― A Case Study

机译：公司掩体或网吧：重新思考图书馆在公司中的战略作用-案例研究

获取原文
获取原文并翻译 | 示例
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

Certainly one of the most painful questions to be asked of a corporate librarian is "what is the value of the 'library' to the business?" Following an initial pause, often there is a volley of cost savings figures cited, and even a smattering of anecdotal evidence illustrating the value of the library. Invariably, the question raises anew the irrepressible issue "what is value?" and "how do we measure it?" Given the fact that some estimates put the total number of corporate libraries in the neighborhood of 10,000 with an associated operating budget of $3.2 billion, the question is not easily avoided. Indeed, not to address the issue directly can and has invited competing business demands vying for scarce library and information resources. The traditional way most studies have approached the issue of valuation has been to employ an "economic replacement" cost approach or to ask end-users directly to evaluate the utility of services received. In our view both approaches are flawed. Cost analysis is not the same as valuation analysis. An object or service may, for example, cost $17.50 to reproduce or replace, but the value of the service may be far less or far greater than $17.50. A replacement cost approach may therefore under or over-estimate the true value of services, and it is highly unlikely, that even the directionality let alone the magnitude of the bias can be discerned. On the other hand, asking end-users to evaluate services consumed avoids the "cost" problem but creates a problem of comparability and objectivity. Two individuals may perceive the value of the same service quite differently. Library-assisted document searches are a case in point. Some end-users prefer to do their own searches while others will prefer professional assistance. Are we then to conclude that the aggregate value of the service is "zero?" and if not, how do we combine utility scores across individuals and across business units? So what is to be done or said in response to the question, "what is the value of the library to the business? and more pointedly, what can or should we as practioners be doing to enhance that value? We believe that the key to understanding and measuring the value of information services is to take a strategic rather than product or service perspective. In our view, corporate libraries and information services only create value, to the extent to which they directly or indirectly contribute to the strategic goals and objectives of the corporation. Creating, sustaining and enhancing value requires a continuous process of aligning and realigning the infrastructure, processes and services of the library on the one hand, with the larger corporate objectives on the other hand. Based on work-in-process at Bristol Myers Squibb (BMS), this paper illustrates this value-alignment or strategy-focused approach. As part of a larger space-needs assessment study, BMS undertook a long-term strategic assessment of the future position of the library within the corporation. The main driver in this assessment was to enhance the overall value of the library to the corporation. While the work is ongoing, we believe the approach and methodology used here has broader applications outside of the pharmaceutical industry. Prior to describing this work however, we first look at a couple of the prevailing archetypes of the corporate library. The first is what we have termed the "bunker" mentality, and the second, its counterpoint, here referred to as the "cyber cafe." These two models provide a useful context for understanding the concept of the strategy-focused library.
机译：企业图书馆员要问的最痛苦的问题之一当然是“图书馆对企业的价值是什么？”在最初的停顿之后，经常会提到大量节省成本的数据，甚至还有一些零散的证据说明了图书馆的价值。这个问题总是提出一个不可抑制的问题：“什么是价值？”和“我们如何衡量它？”鉴于一些估计使企业图书馆总数接近10,000个，而相关的运营预算为32亿美元，这个问题很难避免。确实，不直接解决这个问题可以并且已经引起竞争激烈的业务需求争夺稀缺的图书馆和信息资源。大多数研究处理估值问题的传统方式是采用“经济替代”成本法或直接要求最终用户评估所接受服务的效用。我们认为这两种方法都是有缺陷的。成本分析与估值分析不同。例如，对象或服务的复制或替换成本为$ 17.50，但是服务的价值可能远小于或远大于$ 17.50。因此，替代成本方法可能会低估或高估服务的真实价值，并且极不可能发现甚至定向性，更不用说偏差的大小了。另一方面，要求最终用户评估所使用的服务可以避免“成本”问题，但会带来可比性和客观性问题。两个人对同一服务的价值可能会有很大的不同。图书馆辅助文件搜索就是一个很好的例子。一些最终用户更喜欢自己搜索，而其他一些则更喜欢专业帮助。然后我们是否可以得出结论，该服务的总价值为“零”？如果不是，我们如何合并个人和各个业务部门的效用得分？因此，针对以下问题该做什么或说些什么：“图书馆对企业的价值是什么？更明确地说，作为实践者，我们可以或应该做些什么来提高该价值？我们相信理解和衡量信息服务的价值是从战略而不是产品或服务的角度来看，我们认为，企业图书馆和信息服务仅在直接或间接地为企业的战略目标和目标做出贡献的范围内创造价值。创造，维持和提高价值需要一方面进行连续的调整和重新调整图书馆的基础设施，流程和服务的过程，另一方面需要更大的企业目标。 Myers Squibb（BMS）阐述了这种价值取向或以策略为中心的方法，作为一项较大的空间需求评估研究的一部分，BMS进行了长期的战略评估评估图书馆在公司中的未来地位。该评估的主要推动力是提高图书馆对公司的整体价值。在进行这项工作的同时，我们认为此处使用的方法和方法学在制药行业之外具有更广泛的应用。但是，在描述这项工作之前，我们先来看一下公司图书馆的两种主要原型。第一个是我们所谓的“掩体”心态，第二个是它的对立点，在这里被称为“网络咖啡馆”。这两个模型为理解策略库的概念提供了有用的上下文。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号