Browsing by Author "Lewis, David W."
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Item The 2.5% Commitment(2017-09-11) Lewis, David W.This article argues that academic libraries should commit 2.5% of their total budgets to organizations and projects that contribute to the common digital infrastructure need to support the open scholarly commons. This level of contribution is necessary if the needed infrastructure is to be put in place. Establishing this level of contribution as the expected norm will help to create the incentives necessary for individual libraries to make contributions at this level.Item Academic Library Leadership After 2020: The Theory of the Case(2020-12) Lewis, David W.This paper argues that a key component for library leadership after 2020 will be for leaders to have a Theory of the Case that creates a road map for a library that incorporates the facts of the libraries situation and a theoretical understanding of how the world works. Your Theory of the Case will provide the basis of explaining where you think the library is going and why.Item Academic Library Staffing a Decade from Now(2010) Lewis, David W.In this chapter, I will try to provide a summary of the challenges facing academic libraries as they attempt to assemble the staffs they will need in the coming decade. I will begin by identifying the trends I see developing, which will define the kind of staff libraries will require. I will then look at what we can expect of the academic library workforce in 2015. Many of the trends are already clear: the change in the mix of staff between librarians, other professionals, and clerical staff; the increasing need for technology skills for all staff; and the increased need for nonlibrarian professionals—both technologists and those with other expertise, such as human resources and development. Like many service professions, librarianship faces demographic challenges as the Baby Boom generation approaches and enters retirement, but in librarianship these trends are exacerbated by the increasing age of MLS graduates. Finally, I will also consider the organizational development and financial implications of these changes and how academic libraries can manage the transition from the staff they have now to the staff they will need to have a decade hence.Item Age Demographics and the Organizational Dilemma Facing Academic Libraries(2016-01) Lewis, David W.Academic libraries are, because of the age demographics of the librarian workforce, facing an organizational dilemma. Stated most simply the dilemma is: Academic libraries need to exploit new technologies using new service strategies to be effective. They will need to do so with a librarian labor force that consists of a large number of baby boomers many of whom will remain in the workforce for at least another decade. At the same time millennium librarians, who will replace the baby boomers, need to be attracted and provided an environment that will allow them to develop and grow, and that will productively use their skills and expertise. It will be important that both groups be productive and make contributions, but creating an organization with a structure and culture to do both will be difficult because in many cases aspirations and needs of the two groups will differ and be at cross purposes. These two imperatives, keeping baby boomer librarians productive and providing millennium librarians opportunities to grow and develop can be accomplished simultaneously, but not without creatively thinking about the libraries organizational structure and attention to its culture. This paper will layout the problem and suggest the issues that need to be considered.Item The Age Demographics of Librarians and the Organizational Challenge Facing Academic Libraries(ALA, 2018) Lewis, David W.; Orr, Kindra; University LibraryThe age demographics of the librarian workforce will create organizational challenges for academic libraries. The large baby boomer cohort, which is approaching retirement, needs to be replaced by millennials. There are a relatively small number of librarians in the Gen X cohort and in most cases, they have come late to leadership opportunities. Creating an organization that uses the skills and abilities of all three generations will be challenging and will require attention to both organizational structure and culture. It will also require a purposeful focus on leadership development and the provision of opportunities for people throughout the organization so that all can make significant contributions and can meaningfully influence the work and direction of the library.Item Alexandra Elbakyan’s Job to Be Done(2019-06) Lewis, David W.This paper considers Sci-Hub, created by Alexandra Elbakyan, in light of Clayton Christensen's theory of Jobs to Be Done. Because Sci-Hub is such a good solution to the jobs many people had, but could not accomplish before, it is unlikely that the efforts to shut Sci-Hub down will be successful.Item Alphabetical Order, the Dewey Decimal System, and Google(2006-03-10T18:17:00Z) Lewis, David W.The paper discusses the response to the invention of printing, the industrialization of printing and the development of the Internet in terms of using various strategies to organize and access information.Item Art in the IUPUI University Library(H.W. Wilson Company, 2007) Lewis, David W.; Schmidt, Steven J.The IUPUI University Library opened in the summer of 1992; the people visiting it were impressed with its limestone, dolomite and glass construction and with the towering three story atrium that soared above the central lobby. But after living with the building for a number of years, we felt that several things were lacking. First, we needed some artwork to match the scale of the building, and second the facility needed a few more places to sit in the lobby.Item A Bibliographic Scan of Digital Scholarly Communication Infrastructure(Educopia Institute, 2020-05) Lewis, David W.This bibliography scan covers a lot of ground. In it, I have attempted to capture relevant recent literature across the whole of the digital scholarly communications infrastructure. I have used that literature to identify significant projects and then document them with descriptions and basic information. Structurally, this review has three parts. In the first, I begin with a diagram showing the way the projects reviewed fit into the research workflow; then I cover a number of topics and functional areas related to digital scholarly communication. I make no attempt to be comprehensive, especially regarding the technical literature; rather, I have tried to identify major articles and reports, particularly those addressing the library community. The second part of this review is a list of projects or programs arranged by broad functional categories. The third part lists individual projects and the organizations—both commercial and nonprofit—that support them. I have identified 206 projects. Of these, 139 are nonprofit and 67 are commercial. There are 17 organizations that support multiple projects, and six of these—Artefactual Systems, Atypon/Wiley, Clarivate Analytics, Digital Science, Elsevier, and MDPI—are commercial. The remaining 11—Center for Open Science, Collaborative Knowledge Foundation (Coko), LYRASIS/DuraSpace, Educopia Institute, Internet Archive, JISC, OCLC, OpenAIRE, Open Access Button, Our Research (formerly Impactstory), and the Public Knowledge Project—are nonprofit.Item The Black Market for Scholarly Articles: You Can’t Have Elsevier without Sci-Hub(2019-07) Lewis, David W.This article will argue that Sci-Hub is the inevitable result of for-profit scholarly journal publishing when articles are digital objects on the network. Sci-Hub is the black market that is the predicable result of the economics of scholarly publishing. To explore this proposition, we will begin with a brief history of Sci-Hub and then review the economics. Finally, we will explore the black market success of Sci-Hub.