Special Libraries, Fall 1988

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Special Libraries, 1988 Special Libraries, 1980s

Fall 1988

Special Libraries, Fall 1988

Special Libraries Association

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Recommended Citation Special Libraries Association, "Special Libraries, Fall 1988" (1988). Special Libraries, 1988. 4. https://scholarworks.sjsu.edu/sla_sl_1988/4

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Fall 1988 Vol. 79. No. 4 SPLBAN 79 (4) 265-355 ISSN 0038-6723

Corporate Change: Impact 296 Authority Files for on the Corporate Microcomputer Databases Documents Collection Scott Brandt Steven J. Bell 302 Building Bridges: The Dynamic Role of the LIS-IAIMS-BioSYNTHESIS lnformation Specialist: Naomi C. Broering Two Perspectives Bonnie Cannard Ann M. Willard Patricia Morrison 31 4 Japanese-style Management: A Bibliometric Study Quality Assurance: Establishing ~achikNoguchi a Program for Special Libraries Anne M. Fredenburg 322 A Mathematical Approach to Branch Library Operations: Competitive Intelligence and A Case Study the lnformation Center Joyce Taylor H. Frances Greene Tacey Wegas

On the Scene

Cover design by Art Landerman 328 The National Geographic Society and its Library Celebrate 100 Years Susan Fifer Canby

332 L'Association Francaise des Documentalistes et des Bibliothecaires Specialises Linda J. Rober

336 SLA 1988 Triennial Salary Publishec DAWOR. BENDER Survey Draft Report Secretary, Publishing Services: RAVENC. Mu.wu Tobi Brimsek Special Libraries (ISSN 0038-6723) is published by Special Libraries Association, 1700 Eighteenth St. NW. Washington, 339 Actions of the Board D.C. 20009; 202/234-4700. Quarterly: Winter, Spring, Summer, Fall. Annual index in Fall Issue. 342 Reviews O 1988 by Special Libraries Association. Material protected by this copyright may be photocopied, with credit, for the noncom- mercial purpose of scholarship or lesearch. 345 Instructions for Contributors

Second class postage paid at Washington, D.C., and at additional 347 Annual Index offices. POSTMASTER: Send addresschanges toSpecialLibrar- ies, Special Libraries Association, 1700 Eighteenth St. NW, Washington, D.C. 20009. 40A Index to Advertisers

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special libraries Corporate Change: Impact on the Corporate Documents Collection

Steven J. Bell

W Mergers and acquisitions, divestitures and company name changes, occur frequently in corporate America. The resulting changes blur corporate identities and complicate company research. Problems are particularly acute for business libraries needing to maintain the accuracy of their corporate documents collections. Monitoring resources that report these corporate actions enables the business librarianto track change as It occurs and use the information In managing the corporate documents collection. The ability to track retrospective changes alds patrons in locating documents for companies with obscured Identities. "Deal mania" Is a trend that will continue to lmpact on company research, and business librarians must develop strategies for meeting this challenge.

Introduction Bernstein reported that 312 collect annual reports. (I) The respondents to Bernstein's CHANGE has been occurring within corpo- survey also reported collecting quarterly re- rate Arnericaat a bewildering pace, typified by ports, 10-K reports, and proxy statements. the ongoing frenzy of takeover activity. Some Many also collect annual reports from foreign changes, particularly those among corporate companies and maintain microfiche corporate giants, are widely publicized and soon known documents collections. Additionally, corpo- to all. If these were the only changes of rate documents are collected by corporate, concern in business, corporate change would law, and public libraries. Bernstein's paper present few problems. For the business librar- answers many questions about what corporate ian, managing a collection of corporate docu- reports academic libraries collect, how long ments or responding to queries on corpora- they are kept, where and how they are stored, tions is complicated by the myriad of corpo- and by whom and how they are used. (2) rate changes that have and now are occurring. For libraries collecting corporate docu- Many academic business libraries collect ments, the primary impact of corporatechange corporate documents. In a paper describing is on the organization of the collection. When the collection pmctices of these libraries, one publicly held company acquires another, fa11 1988 Copyright 8 1988 Spedal Libraries Association 265 the acquired company will cease to issue an company. This is also known as a "takeover" annual report. Should the acquired company's and may be friendly or hostile. Divestitures report be removed Erom the collection? occur when a parent company rids itself of a Should existing reports be left in the file or subsidiary through sale or by spinoff to a shifted to a separate file for defunct compa- stockholders group; it may result in the crea- nies? Should the reports of the acquired tion of a new company. (3) Name changes company be merged with the reports of its new occur when a business seeks to reflect change parent company? If the reports of both compa- in its chief operations or establish a new corpo- nies are left in the file, should there be across- rate identity. reference between them? The greatest level of change occurs in the These are just a sampling of the questions area of mergers and acquisitions. The number that arise when considering the effect of of transactions has increased steadily each change on the corporate collection. The year since 1980. According to statistics com- librarian's responsibility is to ensure that pa- piled by Mergers & Acquisitions, 3,701 com- trons are able to find all the appropriatereports pleted transactions valued at $1 million or for their company research, regardless of the more in which at least one party was an number of corporate changes it has undergone. American company were recorded in 1987. Each librarian managing a corporate collec- Because of the October 19, 1987, market tion may develop a different mechanism for crash, this figure is a decline from the 4,323 meeting this goal based on the individual transactions of 1986. (4) As ofMay 3 1,1,212 characteristics of their collection and patrons. transactions had already been recorded in However, there is one function that must be 1988. (5) Additionally, 1,753 companies took fulfilled if strategies for managing corporate new names in 1987, up 27% from 1986. (6) change are to succeed. That function is moni- Add to this the hundreds of new company toring corporate change. The librarian cannot formations, subsidiary changes, bankruptcies, react to change without knowing what liquidations,and corporate reorganization that changes have occurred. This paper will exam- occur yearly. The result is confusion about ine the nature of corporate change, and discuss who is in what business and who owns whom. approaches librarians may use to successfully monitor and manage it. Monitoring Current Change An Overview of Corporate Change Knowing the appropriate sources to monitor What is corporate change? No business information about corporate change will allow dictionary defines it. It may involve anything librarians to manage that information to the as broad as a total corporate reorganization to library's advantage. Among the sources avail- something as specific as a change in an execu- able are news reIeases, newspapers, newslet- tive position. For this paper, it may be defined ters, business magazines, and online data- as a change which significantly alters a corpo- bases. No one source will provide for com rate identity. While there are several types of plete coverage of change activities. Each may change which would fit this definition, those be seen as an integral part of an overall moni- with the greatest impact on corporate collec- toring strategy. tions are mergers and acquisitions, divesti- As a tool for disseminating corporate infor- tures, andnamechanges. Thesechanges occur mation, the news release is widely used. News frequently and when they do they most always releases may be obtained directly from many necessitate a change in the structure of the companies, but owing to rising postage costs corporate file. the trend toward using electronic news wire Mergers and acquisitions are unions be- services has increased. Those libraries cur- tween two or more formerly independent rently on a company's mailing list for the business firms under a single ownership, ac- annual report may find they also receive its complished by the complete acquisition of one news releases. They may otherwise be ob- company's stock by another. The acquired tained by contacting a corporation's public corporation disappears as a separate entity, affairs or stockholder's relations office. usually becoming a subsidiary of the acquiring News releases are generally issued prior to special libraries or shortly after change occurs. This enables in other sources or to fill gaps left by those the library to quickly learn of change. If the sources. library is receiving many news releases it then Online search databases may also be inte- becomes burdensome to review them for sig- grated into the monitoring process. Databases nificant information. The time spent on this are available for electronic access to the task is the major disadvantage to using news sources already discussed and more. Online releases for monitoring corporate change. searching will provide rapid and comprehen- Business newspapers offer the most com- sive access, decreasing the time needed for prehensive reporting of corporate change. The monitoring. Its chief disadvantage is cost. A primary source should be the Wall Street Jour- librarian would need to weigh the greater nal. The "What's News" column on the front expense of online retrieval against its compre- page highlights the most newsworthy corpo- hensiveness, speed, and currency. rate developments. Items reporting mergers, Online systems will have more utility for divestitures, and more are scattered through- libraries monitoring change within a select out the Journal. "Business Briefs," usually group of companies or industries. A search found in section two, tends to concentrate strategy can be formulated to retrieve informa- reports of change into several columns. Other tion on them, then saved and reused. This daily business newspapers that may help in would be fast and cost efficient. Another monitoring change are the Investor's Daily, option is that a business database that is up- Journal of Commerce and Commercial, and dated daily could be searched using free-text possibly the Financial Times for European terms such as "name change," "merger," or developments. other phrases related to corporate change. An For librarians needing to monitor industry- appendix to this article identifies databases specific change, an industry newspaper or that are appropriate for monitoring corporate newsletter will provide additional, more in- change. depth news than the Wall Street Journal. Most There are two final sources that do not fit are weekly publications, but a few exceptions, into the other categories. They are useful like American Banker or American Metal primarily for monitoring name changes. The Market, are daily. As an example, consider Bank and Quotation Record, published Computerworld, a weekly newspaper for the monthly by National News Services, Inc., has computer and data processing industry. It a page in each issue which indicates corporate reports on takeovers, subsidiary changes, and name changes recorded thus far in the current rumors about anticipated change. year. It omits companies traded over-the- The advantage of the industry-specific pa- counter. The Standard and Poor's Guide,also per is the coverage given to firms of all sizes. published monthly, includes a page which Change occurring among smaller fms may identifies the name changes of publicly traded be overlooked by general business newspa- companies. pers. News about smallercompaniesmay also be found in the business papers published for Tracking Past Changes different metropolitan areas. Many database vendors now offer electronic indexes to the Patrons using the corporate documents col- full text of these regional business papers. lection for company research may encounter Newspapers present an excellent strategy difficulties in locating information for compa- for monitoring change, but they take time to nies no longer listed in current directories. If read-even when they areonly being scanned. a company was acquired, liquidated, or under- A possible alternative for librarians who can- went some other change in identity, patrons not devote much time to monitoring is the will need to learn more about the fate of the business magazine. A regular review of company. They may also need to research magazines such as Business Week, Fortune, changes that occurred in an industry over time. Forbes, Business Month, and U.S. News and There are several publications useful for retro- World Report provides an overview of the spective tracking of complex merger and ac- most current significant business develop- quisition activity. ments. Business magazines are preferable as The Predicasts' F & S Index of Corporate a secondary source to reinforce what is learned Change focuses solely on business literature fall 1988 related to corporate change. It was first pub- makes it a useful reference for analyzing the lished in 1964 and has undergone several title trends in merger activity. changes. It is useful for most research into The annual "Almanac & Index" issue of the corporate changes as it indexes articles by journal Mergers & Acquisitions, published by company name, product code, and type of MLR Publishing Company, provides a listing, change. It is issued quarterly and there are in the form of an index, to all merger and annual cumulations. acquisition activity reported in the journal Directory of Corporate Afiliations is most during the prior calendar year. Each issue of frequently used for "who owns whom" ques- this bimonthly journal features an updated tions, but may also be used to research past "roster" of activity. The special issue also corporate change. Each volume contains two features articles on merger and acquisition special sections of "mergers, acquisitions and statistics and trends. name changes." One covers the past year and For questions specific to public companies the other covers the prior 1O-yearperiod. This that may no longer exist, there are two sources listing applies only to parent company to examine. The Directory of Obsolete Secu- changes. It offers a quick way to determine if rities, published by Financial Information, a company has been affected by one of these Inc., is an annual volume that contains a brief changes in the prior decade. Subscribersalso profile of companies whose original identities receive a bimonthly supplement called Corpo- have been lost as a result of a name change, rate Action. This reports current year changes merger, bankruptcy, liquidation, reorganiza- for both parent companies and subsidiaries. tion, or charter cancellation. Commerce Several yearbooks focus on the comprehen- Clearing House's Capital Changes Reporter sive reporting of corporate change. Most is a six-volume, loose-leaf set that records the emphasize merger and acquisition activity. capital histories of companies. Though it They are useful for obtaining summary statis- emphasizes a company's issuance of stocks tics on corporate change for a particular year, and bonds, this reporter identifies companies and for basic research on change by company experiencing mergers, acquisitions,bankrupt- or industry. The Merger Yearbook: Yearbook cies, and reorganizations. on Corporate Acquisitions, Leveraged Buyouts, Joint Ventures and Corporate Pol- icy, published by the Cambridge Corporation, Responding to Corporate Change provides a summary and analysis of merger activity for the prior calendar year. It reports Corporate change clearly presents many the date a change occurred, the type of change, challenges for business librarians who man- price of the transaction, and occasionally gives age corporate documents collections. The other financial details. Lippincott Library at the University of Penn- Merger & Acquisition Sourcebook, pub- sylvania collects hardcopy annual reports for lished by Quality Services Company, is simi- Fortune 500 companies dating back to the lar in structure to The Merger Yearbook. It earlier part of this century, microfiche annual offers some additional financial data and a reports, 10-Ks and proxy statements for all brief textual description of the transaction. It companies on the New York and American also discusses transactions that began but were Stock Exchanges, and microfiche annual re- not complete, the major "deals" of the year, ports for 5,000 international firms. and identifies potential takeover targets for the Among the current hardcopy annual report current calender year. The publisher recently collection alone, which includes approxi- issued a second volume which focuses on mately 1,200 companies, there were 52 inci- foreign transactions, provides industry re- dents of corporate change in the first 10 ports, and includes a directory of merger and months of 1986 that necessitated some change acquisition specialists. in the organization of the file. Most of these The Mergerstat Review, published by W.T. changes were the result of merger and acquisi- Grimm & Co., differs slightly in that it empha- tion activity or name changes. The present sizesareview of activity, presented with many approach to managing change at the Lippin- statistical charts and tables, rather than a cott Library is geared towards limited revision comprehensive listing of transactions. This within the file, but with an emphasis on aiding

special libraries Appendix

Online Databases for Monitoring Corporate Change

Database Producer Update Sources

Business & Predicasts Daily Newspaper Industry News Newsletters Journals

Businesswire Businesswire Daily News Releases

Business Dow Jones Daily Wall Street Journal

Standard & S&P Daily News Wires Poor's News Newspapers SEC Filings

Newsearch IAC Daily Newspapers Periodicals

Moody's Moody's Weekly News Wires Corporate Periodicals News SEC Filings

C. E. Simon Daily SEC Filings

Regional Predicasts Weekly Regional/ Business Local News News *

Business Data Courier Monthly Regional/ Dateline Local News

DataTimes Various Daily Full- text VUlTEXT Newspapers, Infobank Newsletter, NewsNet News wires Text (Dow Jones) PR News Wire

*recently merged into the PROMT database

fall 1988 patrons to find needed reports through refer- corporate documents. It has identified the ence assistance. complications and confusion it may create. For example, if a company is acquired its Monitoring and keeping abreast of change file is closed when its final annual report is help to alleviate some of the problems, but it is received. No reference will be made in the file ultimately up to each librarian to take this to the company's new owner. Nor are the knowledge and apply it in managing the cor- acquired company's reports merged with porate documents collection. Business librari- those of the new parent. The hardcopy file ans should acknowledge that "deal mania" is a provides only the five most current annual trend that will continue to affect company reports from a company, so eventually the information research. acquired company will disappear from the current collection. The approach enables the References collection to reflect the changes that con- stantly occur without the need for labor-inten- 1. Bernstein, Judith R. "Corporate Annual Reports sive maintenance. in Academic Business Libraries." College and The management of corporate change at the Research Libraries 47 (no. 3): 263-273 (May Lippincott Library is just one method. Other 1986). libraries may want or need to provide extensive cross-referencing. They may merge files 3. Ammer, Christine, andDean S. Ammer. Diction- of merged companies. Some libraries main- ary of Business and Economics. Revised ed. New tain a card catalog solely for corporate collec- York: The Free Press, 1984. tion; cards may reflect not only holdings but change patterns. Database management soft- 4. "I987 Profile."Mergers &Acquisitions. 22 (no. 6): 45 (MayIJune 1988). ware may be incorporated into the task of tracking what is in the collection, and what 5. Mergers & Acquisitions Database. Copyright O change the companies have experienced. by MLR Publishing Company and Automatic Data Whatever response is chosen in coping with Processing, Inc. Data compiled from search con- the problems presented by corporate change, ducted June 15, 1988. the librarian managing the collection needs to 6. Pomice, Eva. "No Nonsense Names ...Please!" become familiar with the types of change that US. News & World Report 104 (no. 25): 44 (June occur and the resources that report them when 27, 1988). they happen.

Conclusion Steven J. Bell is a reference librarian at the Lippincott Library of the Wharton School This paper has examined the impact of cor- at the University of Pennsylvania. porate change on business libraries collecting

special libraries The Dynamic Role of the Information Specialist: Two Perspectives

Ann M. Willard

Patricia Morrison

Theinformation specialist is a dynamic link between user and collection, taking an active, high-tech, servicing approach to Information access. lnformation specialists network heavily; search extensively online; are flexible with circulation and cataloging; manipulate, edit, and repackage lnformation; and offer many current awareness services. Their roles engender unique sets of disadvantages and advantages: they may be forced to market services or feel enormous job insecurity; however, they may enjoy better salaries, benefits, and dynamic work responsl- bilities. The authors draw generalizations about the role of the information specialist from their experience~in two different corporate library settings.

Pat Morrison established the Northern Tele- library technician, and two secretaries. The com Electronics Library in Sun Diego, Cali- Literature and Information Services Group is fornia, in January 1985. This one-person li- part of the Research and Development De- brary has 80journal titles,500 books, internal partment, but increasingly serves other de- reports, and vendor catalogs which deal with partments, such as Administration and Mar- integrated circuits and electronics engineer- keting. ing. Books and audio visual materials on career and management development also Introduction comprise a small part of the collection. Pat works for the division of Northern Telecom AFTER several years working in university which manufactures integrated circuits for libraries, we found ourselves working as infor- use in Northern Telecom'sphone systems. She mation specialists in corporate information reports to the Business Systems Department. centers. One of us went to work in an estab- (1) lished company library with other librarians, Ann Willard is an information specialist at while the other started up a one-person com- Kelco Division of Merck and Company Inc., pany library. After several people asked us which manufactures speciality chemicals in- what differences we found between academic cluding xanthan gum and alginates. These and corporate library work and between small polymers function as thickeners and stabiliz- and large corporate libraries, we decided to ers for a variety of applications such asfood describe our roles as information specialistsin products, oil well drilling muds, cosmetics, general terms. paint, pet foods, paper coatings, and textiles. The corporate information specialist is a KelcoS information center, established in the dynamic link between the user and the world 1930s, has built an extensive specialized col- of information. The information specialist lection of books, journals, patents, and com- takes an active role in information access, pany documents. The information center to- manipulating data into more usable forms, day is staffed by two professional librarians, a taking a high-tech approach to find informa- fall 1988 Copyright 8 1988 Special Libraries Association 271 tion, and putting high priority on the needs of ship and active participation in professional the user. Not only is the role of information organizations, such as the Special Libraries specialist dynamic, so is the collection, which Association, allows the corporate librarian to changes to meet the company's needs and may exchange information with other profession- be highly specialized. als and create a network of people to call upon Money is spent differently in a corporate for assistance in answering users' questions. library. Corporations are more willing to With over 3,000 computer databases avail- spend money up front on long-distance phone able worldwide, the information specialistcan calls or on rushing book orders by Federal tap into these online networks to obtain current Express because they place a high value on information, to locate books and journals, and getting information quickly. By spending this even to obtain the full text of some journal and money initially, a company can sometimes newspaper articles. Electronic bulletin boards save thousands of dollars by finding out some- are used increasingly by information special- thing before their competitors. The expenses ists to communicate and share information of the information center may be allocated as with other professionals. overhead or may be charged back to user departments. In either case, the library must demonstrate that it is cost-beneficial to the company if it is to survive. Access There are three areas which define the information professional's role: collection,access, Circulation of materials in a corporate envi- and service. We will discuss these three ele- ronment is different from public or educa- ments, and will conclude with some of the tional systems in two ways. First of all, circu- advantages and disadvantages of being a cor- lation information is not private; employees porate information specialist. are readily told who has what checked out. Since space is expensive, there is often not Secondly, there is more flexibility in due much physical space for corporate libraries. dates; there may not even be a due date. The However, because the collection is highly material is ordered to fulfill a particular need, specialized and dynamic, it does not need to be and, until the employees involved have fin- as large as a more comprehensive, archival ished, there is no need to recall it to the library. collection. To optimize the available space, Perhaps the most successful corporate library journals are often retained for only a few years is one in which the majority of its collection is and back issues are held on microfiche rather in circulation (i.e., in use), not on its shelves. than bound. Corporate records are often Cataloging is often more casual and less microfilmed to save space, to ensure security, standardized in a corporate library. One rea- and to facilitate future retrieval. son for this is the limited staff time available Internal documents are generally the most for cataloging; but, more importantly, corpo- important holding in a corporate library, while rate librarians use their catalogs differently traditional reference works, books, and jour- and do not need detailed descriptive catalog- nals are less emphasized. However, journal ing that is consistent with MARC standards. subscriptions are particularly critical to the Good subject access is important, and some- organization because of the currency of their times LC subject headings are not precise information and their use by employees to enough to describe the materials. At Kelco an keep up-to-date. Collection development in a in-house thesaurus was developed to help corporate library is often a cooperative proc- solve this problem and to provide indexing ess, in which the information specialist sug- terms for its internal reports and other materi- gests titles to be purchased or weeded, and als. Most books at Kelco are simply cataloged makes these decisions in concert with the by using the cataloging in progress on the technical staff and company management. verso of most book title pages. Books which To supplement the small collection, exten- do not have cataloging in them are looked up sive interlibrary loan and other forms of net- in RLIN, for which Kelco has a "Search Only" working are necessary to acquire materials account. The remaining books (usually no and to bring the information specialist in con- more than a half-dozen per month) are given tact with other librarians and ideas. Member- original cataloging. Pat Morrison, without an

special libraries on-site library support staff, relies on the NT/ Personal Computer. A new employee can be BWELL Northern Tricorporate Library easily added to the system, and a variety of System, which catalogs her materials and management reports can be generated. generates a union list on microfiche. The Kelco Information Center also prepares Access to the collection of the corporate and dismbutes, for its R&D and saleslmarket- library may be somewhat self-service, but ing employees, several publications to an- usually the information specialist is expected nounce new developments, newly acquired to provide assistance tailored to the individual books and journals, new patents granted in user. The information specialist always offers relevant technology, and relevant new litera- to help; the degree of help depends on the ture. Some of this information is gathered urgency of the project, the user's personal from online SDIs. (2) preference, and the position of the requester. In addition to these other current awareness Some users will ask to be trained in library use, practices, the information center staff scans but many users would rather the information journals to monitor information on key busi- specialist get them what they need, and usually nesses and technology, and conducts online as quickly as possible. searches on these developments to prepare summary profiles for company management. Online searching is an important service in a corporate library, since the collection is Service usually small and the information requested is often on something that is quite recent. As Politics and economics, both on a corporate informalion specialist at Kelco, Ann Willard and global scale, greatly influence needs for spends approximately 40-50% of her time on service in the corporate library. If the presi- online searching. This does not mean that she dent of the company makes arequest, his or her is online all that time; the analysis and packag- request receives priority: the users of a corpo- ing of the results require the majority of the rate library are not created equal. Because of time, as many of the searches are quite com- the competitive nature of business, informa- prehensive and require extensive editing. tion must often be obtained immediately, even Requests for online searches may be mailed or at a high cost. Priorities are dynamic, and the brought in person to the information center. information specialistmust be able to dropone Responses, based upon the urgency and com- task to perform another. Information special- plexity of the project, may take from minutes ists often have responsibilities for functions to 10 working days. that are vital to the company, but which are Kelco uses IBM Personal Computers with outside the realm of traditional library service. 2400-baud modems. This has increased the Service in a company library can be divided volume of searching, reduced turnaround into three functions. The first iscurrentaware- time, and improved the quality of the final ness, that is, keeping the company informed of product. Searches are downloaded to floppy important new developments. The second is disks for tempor'ary storage and editing. The compiling and packaging information so that amount of editing depends upon the nature and it is relevant, organized, and useful. The third the purpose of the search. Usually the scien- is applying traditional information resources tists prefer to see their searches in an unedited and skills to satisfy requirements unique to the format, deleting only the search strategy and organization. Since Kelco has the more estab- duplicate records. Executive, sales, and mar- lished information center and provides a vari- keting people generally appreciate more edit- ety of these services, our analysis of the three ing. Records from several databases may be service functions will be discussed in terms of merged into one list and put in a chronological Kelco's practices. or alphabetical sequence. This sorting is per- As part of their current awareness program, formed with a PC-based program developed the Kelco Information Center routes its new by Kelco. A word processing package, such as journals to employees in their laboratories or Wordstar@or MultiMatea, is then used to for- offices. The task of maintaining journal rout- mat and annotate the report. ing records has been automated by using a When a company or business profile is program developed with dBase I1 on an IBM compiled, significant developments are ab- fall 1988 stracted from the online search results and For many documents, the text generated by the compiled as a chronological list of key events. information center staff on an IBM PC is used This provides a basic overview to the attached as final copy for publication. pages of bibliographic references. A one- or The information center also distributes, two-page summary about the topic is also microfilms, and indexes laboratory notebooks provided. used in Kelco's R&D department. In fact, Print sources are also important resources, almost all of the documents the information but it is frequently more cost-effective to center handles, except for books and journals, search abstracts and indexes online. Due to are eventually microfilmed, then housed in the lack of space in a corporate library, the refer- library for future retrieval. ence collection must be kept to a well-used An information specialist may get involved minimum. The reference collection functions in any aspect of the company that requires as a ready reference source and a starting point organization, information retrieval, and man- for online searches. agement skills. The information specialist Another starting point at Kelco is a search of deals with documents and information in a its Research Information System, a database variety of forms. She or he will be expected to that contains approximately 60,000 records. develop creative approaches to provide serv- About half of these records index internal ice and package information to further the documents, such as research reports, technical company's goals. graphics and art work, and other internal documentation, while the remaining records index published information, such as journal articles, patents, and books. The level of indexing varies according to the document. Al- though the system, resident on the IBMISys- Advantages and Disadvantages tem 38, does not yet support free text or string searching, it does allow searching using Boolean logic and controlled subject terms. Four areas that affect job satisfaction are 1) The controlled vocabulary was developed at work environment, 2) opportunities for profes- Kelco in the form of a hierarchical thesaurus. sional growth and advancement, 3) job secu- The third service a corporate library pro- rity, and4) salaries. The authors viewed these vides includes many tasks a librarian might not concerns from slightly different perspectives be responsible for in a more traditional setting. because of the differences in their information At Kelco, the information center coordinates a centers and companies. number of different activities which in a larger Both authors enjoy the diversity and chal- organization would be handled by separate lenge of a high-tech library. Since the staff of departments. a corporate library is usually small, each per- One such activity is that of publication re- son has a great deal of variety in his or her work view. Papers written by Kelco employees for and is kept extremely busy. Since Ann Willard outside publication go through a company works with other librarians, she enjoys profes- review process to ensure they are technically sional feedback and the sense of working as a accurate and legally correct. The information team. Patricia Morrison enjoys the independ- center monitors these publications through ence of a one-person library, but finds herself their various stages, from abstract to published feeling isolated within the company. Corpo- manuscript, and indexes them along the way. rate libraries generally run lean on clerical The information center also coordinates and staff, and both authors feel information spe- indexes the technical artwork for these presen- cialists tend to be burdened with toomany non- tations and publications. professional duties and stretched in too many Technical sales literature published by the directions at once. The heavy demands of a company is also edited, reviewed, and indexed corporate library, although stressful at times, by the information center. This often requires also lead to career growth. using "traditional" library reference skills, The corporate environment is dynamic; the such as checking the status of trademarks and information specialist's job description verifying the addresses of chemical suppliers. changes with the company's needs and direc-

special libraries tion. Although the information specialist that of those responding to the survey, 38% of becomes knowledgeable in a highly special- the class found their first positions in corporate ized area, such as semi-conductors or specialty libraries or in non-traditional occupations. (5) chemicals, she or he also learns a variety of Although there is a slight upward trend to- more transferable skills, such as management, wards hiring librarians for public library budgeting, writing, networking, and using positions, (6) the number of librarians hired in computers for information retrieval and ma- the academic sector is dwindling, (7) and nipulation. Since corporations rely heavily on budgets for public sector libraries remain online databases for information, information tight. As private industry increasingly discov- specialists have opportunities to keep up on ers the value of information specialists, a the latest online search skills. A small library greater number of librarians may find them- staff means that the information specialist is selves pursuing careers in the corporate sector. less likely to have to share the opportunities to attend online workshops and conferences. Because of the opportunities to learn non- traditional library skills, information specialists can sometimes transfer into different positions in the company, such as market research, technical writing, or computer programming. Acknowledgments With a small staff, upward mobility within the information center can be difficult, but as the The authors would like to thank Liz Gish for information specialist gains in experience and supplying them with a copy of the University skills, and as more companies decide to em- of California, Berkeley salary and placement ploy librarians, the prospects for finding a new survey (Reference 5). They would also like to position in another company improve. thank Kelco for its support and editorial assis- The job security an information specialist tance in writing this article. enjoys depends partly on how well established the information center is, how well it meets the changing needs of the company, and how well its contribution is recognized. Generally, once an academic librarian is granted tenure, his or her job is fairly secure. Corporate librarians are only secure if their companies are doing well and the companies think the information specialist is contributing to that well-being. Salaries for corporate librarians tend to be References higher than the average for other librarians, except for those working for the federal government. (3) Many companies provide the 1. Pat Morrison now works at the National Univer- same medical and dental benefits equivalent to sity Library in San Diego, California. those offered by universities, and often with 2. SDI stands for Selected Dissemination of Infor- full education benefits. Although companies mation. Online SDIs, tailored to the user. can be set usually offer shorter vacation periods (usually up on vendors such as DIALOG so that a search beginning at two weeks annually), they will strategy is runautomaticallyeach time adatabase is often send their librarians to national confer- updated. Kelco has several SDIs to set up to ences and pay all the expenses. monitor the publications of scientific literature and The Occupational Outlook Handbook, patents issued in the specialty chemical business. published annually by the U.S. government, 3. In 1984 the average salary for special librarians says that the job situation is improving for was $28,421; for college and university librarians, librarians because there are fewer library $26.000; and for federal government librarians, school graduates and because these graduates $31,350. U.S. Dept of Labor, Occupational Out- look Handbook, are taking non-traditional jobs. (4) In 1985, a 1986-87 edition, p. 139. survey of recent library graduates from the 4. Ibid. University of California, Berkeley indicated 5. Gish, Liz. "Salary and Placement Survey for fall 1988 School of Library and Information Studies Class of 6. bid. 1985." (unpub&hed survey) Career Planning and Placement Center. University of California 7. Same as reference 3. Berkeley. May 1986. Note: ~aiafrom this survey was provided to he ~~~~i~~~ ~ib~~~~~~~i~ti~~This article is adapted from a talk given on for heirnational salary survey which appears in the December 10,1985,to the Sun Diego Chapter October issue of Library Journal each year. of the Special Libraries Association.

Ann M. Willard is president of the Special Libraries Association's San Diego Chapter and is an information specialist at Kelco, Division of Merck & Co.

Patricia Morrison is the 1988189 past president of Special Libraries Association's San Diego Chapter. She works at the National University Library, and graduated with an MBA from National University in June 1988.

special libraries Quality Assurance: Establishing a Program for Special Libraries

Anne M. Fredenburg

"Quality Assurance" (QA) is a practical tool for library manage ment, a link in the library's relationship with administrative decl- sion makers. Instituting or refining a QA program takes Into account formal and Informal methods. Described are one library's program and problem-solving model, the role of others in the library's program, types of recordkeeping, and integration of the library program with organizational QA. Positive results include participation in management-level activities and improvement In quality and delivery of services and products. Ten suggestions are made to begin a QA program.

"WHAT is Quality?" and "How do you special libraries,including a plan for establish- assure that your library is doing a quality job?" ing a formal program and tools to refine a are two questions special librarians would do quality assurance program already in place. well to ask themselves from time to time. This paper will not offer a complete, instant, Some amusing answers to the first question are ready-to-use guide, because quality assur- the familiar and commercially oriented "Qual- ance, or QA, does not have a generic formula ity is Parkay" and "Quality is Job 1." Rarely, fitting all of our situations. Instead, it is a however, do we find a reference to the quality blueprint from which to extract whatever fits of the library's resources and services, and your library. answers to the second question are also elu- At the outset, it is important to have a com- sive. mon idea of what QA is ...and isn't! There are For small, special libraries looking to various definitions,such as program effective- strengthen a relationship with management, ness, quality control, program evaluation, establishing a quality assurance program may careful appraisal, measurement, or audit. In provide the key. Quality assurance is the vital this decade, the quality circle also points to the link in acting on, rather than reacting to, an spirit of QA and is part of it. One academic administrative mandate to produce results, definition describes QA as pursuing the truly justify the library's worth, and relate what the impossible! According to our organization's library is and does to the organization's strate- quality assurance administrator,it is a system- gies and goals. atic method of establishing standards, identi- This paper describes the elements that fying and monitoring problems, and looking comprise a quality assurance program for for ways to improve where improvement is fa//1988 Copyright 8 1988 Special Libraries Association 277 possible. Continuing education does not as- The library's QA plan is maintained in our sure quality, though education is part of it; nor department's policy and procedure manual. is QA crisis intervention, characterized by a This plan includes a two-page overview, de- rally to respond to a crucial situation. There scribing the library's general monitoring of are five threads that run through any QA pro- services and resources. Initially, two sources gram: were consulted for this overview: the hospital's mission statement and the library's 1. planning4areful planning is essential Statement of Purpose, which describes our to keep this program realistic and practical, primary and collateral purposes. In the past three years, I have also read the 2. proactive-an attitude which implies organization's strategic plan and yearly up addressing situations before they become dates of goals and objectives. Familiarity with problems and heading off problems before the goals and objectives contained in this plan they become serious; this is the opposite of is essential to crystallizing the library's pur- reactive, which is allied with crisis inter- poses for the overview, to keep the overview vention, such as efforts to eliminate the current, and to support the broader mission of library; the organization. Our overview discussed two topics: 3. improvement-of a service, a resource, or of general management efficiency; Activities Monitored for specific resources and services; and 4. problem-solving-which incorporates Problem Indicators to check the success planning and improvement in a systematic of these activities. (2) method, Activities monitored in our library's over- 5. evaluation-producing factual data to view include: collection evaluation; acquisi- establish success, failure, or the worth of tion, circulation, and accessibility of re- any process. sources; online searching; resource sharing; staff training; and basic reference. Two to five These five terms cut across departmental Problem Indicators are noted for each Activ- and institutionalboundaries, as does QA itself. ity. These Problem Indicators are standards of For the 1980s. quality assurance has expanded measurement, which would answer this ques- beyond a committee activity to include the tion: "If my administrator came back in 90 entire administrative staff, department heads, days, how would he know if I am succeeding and support staff who are all responsible. in that library activity?" Journal readers should keep in mind that Activities Monitored Overview of the Library's Program and Problem Indicators will differ, in description and number, for each library's QA pro- Sheppard-Pratt Hospital is in the eighth year gram, though all Activities and Problem Indi- of an organized, institutionwide quality assur- cators should be clearly and specifically stated ance program. The library is one of 10 depart- when writing the overview. ments in the Support Services Division. The following example of a library service Department managers spent one yeardevelop- describes one Activity and its Problem Indica- ing guidelines and becoming familiar with a tors. 'To give services to staff," is vague and systematic method and recordkeeping. Our leaves many unanswered questions, such as initial skepticism about this administrative the following: Services to which staff? idea has been replaced by an understanding of Where? How? What kinds of service? Are terminology and consideringQA as a comfort- there limits to how you will serve? The same able management activity. The administrative Activity could be stated more specifically, as focus remains on the PROCESS, which in- follows: "To make online searching available cludes: setting goals; analyzing current activi- for clinical and administrative staff, keeping ties; identifying problems; setting priorities; records and statistics on requestors, topics, implementing changes; periodic evaluation; costs, time spent and feedback from re- and consultation with administration. (1) questors." Examples of Problem Indicators

special libraries for this online searching activity are as fol- QA problems into the annual performance lows: plan, which will be described later. The monthly report to the division director an increase in online search time; is now the vehicle to report potential problems a decrease in staff requests; and and check their status regularly. These prob- staff criticism of search printout results lems may later be reported to the quality assur- (amount and/or completeness). ance administrator. Information for the monthly report comes from statistics and input The statement of Purpose and QA Over- from library staff about ongoing or unique view are the framework for in-depth analysis activities. Monthly statistics on reference, of library activities and problem-solving. circulation, and other activities are analyzed, Identifying problems involves examination of compared, and contrasted for this monthly various sources, such as reports, statistics, user report, because statisticsin isolation have little records, notes of patrons' comments, minutes value unless put into some context. Another of meetings, and direct observation by library source of information is the Daily Activity staff. Sheet, which support staff developed and maintain to give all library tasks fair attention. Record Keeping Out-of-the-ordinary reports may also yield useful information. Examples of these would Once problems are identified, the focus be studies of reference and online searches, moves to recordkeeping, which serves two quarterly reports from our division to the QA basic purposes: 1) To gather background in- Committee, and countsof daily library patrons formation used as baselines in evaluating ac- and walk-in traffic. tivities, and 2) To identify, monitor, and solve QA information sometimes presents itself problems. Reporting and monitoring prob- in circuitous ways. Example: In 1984 and lems are done with a one-page, problem-ori- 1985, the Finance Office requested studies of ented table, which is used for quick referral physicians' usage of the library for insurance and is described in figure 1. The key words are reimbursement. Our report to the Finance Identify, Assess, Describe, and Monitor Ac- Office included other staff patrons as well, tions, all of which comprise a systematic along with numbers of services and resources method to uack QA activities. used per individual. Results were tallied and Recordkeeping methods take many forms. applied to an objective to target particular In five years we have revised some reporting groups and increase their use of the library. At and recordkeeping mechanisms, which has first, these two studies were nuisances--two streamlined the pcess and eliminated some more reports to steal time from our usual backup files documenting details of problems. library work; later, however, we viewed them Recordkeeping is somewhat subjective,influ- as opportunities for the library to use the re- enced by each organization's orientation to sults for our own purposes. The results of the detail and need for backup information. A 1984 study serve as a baseline for monitoring more recent direction of QA has tied important the library's overall QA per category of library

Figure 1. Table Used for Reporting and ~onitoringProblems

DESCRIBE Corrective MONITOR Further IDENTIFY ASSESS Probable ACTIONS Taken-By ACTIONS Taken, Problem & Date CauseslReasons Whom & Date Follow-up & Dates

fall 1988 patron (i.e., administrator, trustee, physician, widespread impact to the quality assurance nurse, paraprofessional, clerical). administrator. Each year we discuss library objectives and Role of Others in the Libraw's Proaram potential problems and write these into my performance plan, which becomes a mutually Who is involved in the library's QA pro- agreeable written contract. We work together gram? Potentially any staffperson may help to to clarify, simplify, and analyze what's truly identify, solve, or diffuse a potential library important in planning the library's QA pro- problem. QA is a partnership encouraging gram. Putting the plan in writing makes it interrelationships among library staff at all more official and forces me to be accountable. levels and, even more broadly, promoting The emphasis is on RESULTS over activities. cooperation in the organization. Ongoing For example, proposing an objective to meet education about QA is necessary to continue with each administrator at least once a year is this cooperative effort. A recent publication an activity without a specified result, and cre- advocated education to develop commitment ating good will for the library is insufficient to QA, and stated that any effort to educate reason to do this activity. A better objective others is preferred to no intervention at all. (3) would be to complete the Collection Develop- Our library's partnership is with these six ment Policy, soliciting input from administra- groups: tors on specific sections of the policy as part of that objective. Administration, A third role is played by library support Division director, staff, because they, too, have a stake in quality Library support staff, library operation and are the cornerstone of a Committees, proactive QA plan. According to an article in Departments, and Supervisory Management, employees can, Library clientele. and often do, make the difference in producing a quality product or delivering a quality service. (4) Our support staff includes clerical Getting acquainted with the administra- staff and volunteers. It is logical to request tion-including the CEO, board members, help from staff doing technical duties on a and medical director-means more possible daily basis, because they may know more advocates for the library. Sharing with them about a problem than does the librarian! They our Statement of Purpose and QA Plan can contribute in these ways: head off misunderstandings between the library and organization's staff. Because of the Brainstorming potential problems; influence of this group, I caution you against Helping to prioritize problems; adhering to rigid standards and numbers for Suggesting solutions; and judging all QA activity. Resolving apotential Doing studies and counts. problem may depend on WHO has the problem, WHERE the problem is located, or However, involving support staff poses WHAT the problem is. It may take only the potential hazards. New staff need to have "right" person with authority, such as the reporting channels clarified-when, how, and CEO, to express dissatisfaction with a library to whom to identify problems. Support staff service and elevate a problem to priority tend to identify a problem and follow up on it status. Librarians who are department manag- immediately, unlike the librarian who is more ers realize it is practical and realistic to meet likely to consider the problem in the broader the information needs of top administration, context of total library operation. They must the organization's prime decision makers. be trained to step back from the problem; The division director's role is as follows: he report it to the librarian and be prepared to has involved department heads in organizing discuss it to determine its immediacy and the system; helped to prioritize objectives and priority; analyze staff time required to deal QA problems; suggested ways to monitor li- with the problem; and consider the effect on brary problems; helped to evaluate library the library's program if the problem is not activities; and reported library problems with dealt with at all.

special libraries Trust must be considered, so that any sup- has worked with three departments-security , port staff reporting a problem is not labeled a communications, and personnel-to solve "squealer" on the team; otherwise, QA efforts some high-priority problems related to after- could backfire, with problems going unre- hours access to the library, safety of our reported. Support staff should not have cause to sources, and proper identification of all staff. wonder, "How will reporting this problem The library's clientele also play arole. This come back at me?" We should remind our- group is a cross-section of the other five selves that QA, by its nature, is problem- groups just described. Their involvement is focused and does not place blame, but is in- less formal, often spoken rather than written, stead concerned with improvement of the situ- with a sense of urgency and suggestions on ation. where and how to improve service. Librarians In essence, we have an informal quality must harness this resource, asking our clien- circle. Support staff participate in updating tele how the library's work has helped solve policies and procedures to keep our manual their problems. John Guaspari summarized current and usable. They are aware of the QA the importance of our clientele's feedback in process, department objectives and accom- his modem fable about quality, published in plishments, and are involved in the QA deci- 1985, when he said, 'They may not be able to sion-making process, which results in improv- give a precise defiiition of Quality, but one ing or sustaining staff morale and maintaining thing's for certah-they know it when they quality of the library's services and products. see it. What's more-you'll know it when Making QA a grass-roots activity creates a they see it!" (5) logical problem-solving ladder with solutions originating in the library first, the division Integration within the Organization second, and, finally, by the QA Committee. This brings us to the fourth group-commit- Integrating the library's QA activities into tees. Roblems that are unsolvable at the the organization's program is done with the division level are referred to the QA Commit- quality assurance administrator and the per- tee, which handles only priority problems. sonnel department's compensation manager. The library's Collection Development Advi- Initially, our division's quality assurance rep- sory Group is similar to a committee. This resentative served as liaison with clinical divi- group gives feedback on quality of resources sions, helping to solve problems in initial and depth of subject coverage; it is also a vital planning and clarifying the method. This role informationallink for the library, by taking the has been transferred to the quality assurance library's message back to departments and administrator, who also acts as a channel for giving me valuable input on clinical and communicating quality assurance infoma- administrative developments. tion. Departments, the fifth group, may share The compensation manager brings QA full similar problems which are reviewed at de- circle. His expertise is the performance plan- partment heads' meeting. Important problems ning and appraisal process, to which I referred affecting more than one department or having in describing our division director's role. The significant impact on hospital operation are steps toward a performance plan are shown in given priority status. For example, the library figure 2. The Organization's Mission deter-

Figure 2. Steps Toward a Performance Plan

ORGANIZATION STRATEGIC ORGANIZATION'S MISSION ? PLAN 3 GOALS AND OBJECTIVES 4 IL" \ PERFORMANCE PLAN LIBRARY'S \ LIBRARY'S STATEMENT / GOALS AND/ OF PURPOSE OBJECTIVES

fall 1988 mines the Strategic Plan which pinpoints library services than did the librarian! The broad goals and objectives. The Or- result was an eye-opener and prompted me to ganization's Mission and Plan are also bases reevaluate performance measures for quantity for the Library's Statement of Purpose and and time frames to complete tasks by making Goals and Objectives. The Performance Plan these measures more realistic. is a blend of the two. This plan ensures that the The yearly and interim appraisals stress library's goals and objectives are in line with improvement over finding fault. We are ac- the organization's strategic plan. In the QA countable for our activities and the perform- process, objectives are ranked and limited to a ance plan forces looking at issues and prob- "reasonable" number, which are determined lems regularly. As the plan has evolved from by their complexity and relative importance. prior QA activities, it remains proactive and There is an option to add more objectives as productive, rather than reactive and retrospec- the year progresses. This system minimizes tive. It is a legally defensible plan, because overcommitments. It ensures working on high performance is based on measuring results, priority activities that fit the organization's not behaviors. Strategic Plan and Objectives rather than As illustrated in figure 3, there is a circular working on "personal hobbies," which may fit flow in linking quality assurance to a perform- the libmian's job, but which may not be in line ance plan. The librarian develops a plan with with the organization's overall plan. inputfrom appropriatestaff. This plan helps to The following approach to measuring qual- monitor patterns of library operation or prac- ity as part of the performance plan would tice. Detecting and acting on problems results appeal to current management philosophy, in improvement of departmental operation, which promotes the concept of going straight and, ultimately, in quality library service. This to the customer. To get an overall impression quality assurance-performance plan linkage of how well the library and the librarian were fits in with a current approach to managing doing, our division director surveyed selected white-collar productivity. (6) This approach, administratorsand professional staff. He went by Berglind and Scales, entails monitoring directly to the primary decision makers to activities and results, identifying problems, discover the extent to which the library and the taking corrective actions and assessing their librarian were meeting their information effectiveness,and giving feedback on need for needs. This informal survey showed that se- other changes, all of which remind us of the lected staff had less stringent expectations of steps in the QA process.

Figure 3. Flow Created by Linking Quality Assurance to a Performance Plan

PERFORMANCE

/ LIBRARY PATTERNS OF OPERATION/PRACTICE

special libraries Suggestions to Establish a Program torically, that's the way a task has always been done. Planning to do a study means To help you begin a QA program, here are focusing on a specific library issue or serv- ten suggestions: ice which can be especially useful as a baseline to evaluate future performance in 1. Put yourself on the same wavelength as that area. decision makers, using their process, record-keeping system, and recommended 9. Since some statistics are necessary, methods. Adopt their vocabulary and jar- decide which ones are important and what gon; if they refer to QA as "program effec- is an appropriate amount of information to tiveness," then do likewise. gather. For example, we maintain records of our clientele's reference queries, noting 2. Talk with the quality assurance adminis- topic and requestor's name. This data is trator in your organization to keep current used in five ways: on developments in QA applicable to the library and to coordinate the library's ac- a. To recognize trends in staff needs and tivities with the institutionwide program. status of requestors; b. As a tool for collection development; 3. Be flexible, keeping an open mind to c. To keep all library staff apprised of changes in the method. questions from our clientele; d. To plan new or adapted library serv- 4. Realize that QA is an idea with many ices; and approaches. Adapt what works for you and e. For our Education Center's use in omit the ideas that don't apply. planning course content and targeting prospective audiences. 5. Also realize that QA is as individual as each library represented here, hence no 10. Keep a folder or notebook on QA to instant QA guide and no "canned" pro- make note of ideas to put into practice. grams with answers for all libraries' questions. Because of this individuality, any prepackaged program for purchase should Conclusion be avoided. There are many results for special libraries 6. Be attuned to the library's relationship and librarians who establish a quality assur- with its clientele. Educate and get to know ance program. A primary benefit relates to your users, asking for their opinions and both interdepartmental and intradepartmental following-up on work done for them. Be cooperation. Initially, 10 departments of our an effective, focused listener. This ap- division were involved in planning and evalu- proach to evaluation has been referred to as ating the program. Departments continue to the Ed Koch Syndrome, in which Mayor work together to solve problems, while the Koch checks the quality of his work by library's staff cooperates in the same way. occasionally asking individual citizens of QA provides an opportunity for the librarian New York City, "How am I doing?" to participate in the broad management of the organization. This is a public relations tool for 7. Use informal evaluation methods, such the librarian to educate administration and as "comdor conferences" or 15-minute forces the librarian out of the library's cocoon meetings with administrators or depart- to talk with clientele, attend meetings with a ment managers to gauge the library's ef- wider organizational focus, and serve on fectiveness. committees to gauge how effectively the library meets the needs of the organization and 8. Don't get bogged down with statistics, staff. Operating what is perceived to be a studies, questionnaires, etc. Be selectivein quality program has expanded the role of the what to study and analyze, avoiding stud- library and the librarian; I am part of the ies for the sake of studies or because, his- interdisciplinary team working on research, fall 1988 grant writing, records management, and qual- 2. Fredenburg, Anne M.'The Quality Assurance ity of work life projects. Issue: One Hospital Library's Approach." Bulletin Quality assurance is a philosophy and a of The Medical Library Association 72 (no. 3): daily concern. It implies a proactive attitude 31 1-314 (July 1984). which incorporates planning, problem-solv- 3. Quality Assurance..A Guide and Workbookfor ing, evaluation, and improvement. As part of Developing a Quality AssessmentlMonitoringPro- performance planning and appraisal, it program. Blackwood, N.J.: Diversified Business vides a framework to evaluate the librarian's Associates, 1987. development and completion of planned ac- 4. Gorden, WilliamI. "Gaining Employee Commit- tivities. The plan forces looking at issues and ment to Quality." Supervisory Management 30 (no. problems regularly. There are some similari- 11): 3&33 (Nov. 1985). ties between QA and good techniques for 5. Guaspari, John. I Know It When I See It: A management, which is logical, because QA is Modern Fable About Quality. New York: AMA- part of management's concern. Good library COM. 1985. management results because the element of 6. Berglind, Bradford L., and Charles D. Scales. surprise is reduced. QA by any other name is "White-collar Productivity: Seeing Through the still quality assurance if we keep in mind the Camouflage." Management Review 76 (no. 6): net result-to accomplish the truly possible 41-46 (June 1987). task of delivering improved service and products to our library clientele. References This paper is an expanded version of a talk 1. Kaplan, Karen 0.The QA Guide. Chicago: Joint given at the 1986 Medical Library Association Commission on Accreditation of Hospitals, 1980. Annual Conference in Minneapolis.

Anne M. Fredenburg is director of the Kubie Medical Library at The Sheppard and Enoch Pratt Hospital in Baltimore, Maryland.

special libraries Competitive Intelligence and the Information Center

H. Frances Greene

Continued volatility of the marketplace has led to a renewed interest in competitive Intelligence gathering. Corporate leaders are increasingly aware of the need to know more about the external environment in which they compete before making important financial decisions. The development of an intelligence-gathering capability is often assigned to the company's marketing dlvlsion or, in some cases, its MIS unit. it Is suggested, however, that serlous conslderation be glven to library information centers because these centers feature many of the elements needed to build a fully integrative and effective inteillgence-gathering system.

WITH the introduction of hundreds of on- departments. Others have established CI units line databases, library information centers within existing divisions. Still others have have become increasingly adept at obtaining a hired specialized fms, such as Information tremendous amount of detailed information Data Search, FINDISVP, and Washington on companies and on the products and serv- Researchers Ltd., to gather information for ices that those companies have to offer. Inter- them. This level of investment clearly indi- est in this kind of business information has cates that CI has become a highly prized com- grown in recent years as corporate leaders seek modity. What is unclear, however, is just why to learn more about the external environment CI has assumed so much importance in recent in which they compete and about those events years. How does it differ from the kind of that are likely to help or hinder plans for their business intelligence that a "Library Informa- organizations' future. tion Center" (LIC) has traditionally provided? Information gathered on the environment in Is it possible to incorporate a CI function which a company operates has come to be within an established LIC? And what type of known as competitive intelligence, or simply equipment and staff is needed to set up such a CI. Some companies regard this information program? To answer these questions, we will as so important that they have created entire CI examine CI's basic approach to information fa// 1988 Copyright 8 1988 Special Libraries Association 285 gathering, and discuss how it differs from the maintain this currency, information managers traditional LIC approach. In addition, we will are continually monitoring print materials and suggest that with some modifications the LIC updating data from online sources. In addi- is an ideal location for gathering and storing CI tion, these managers seek to maintain frequent data. contact with key information sources within the organization so that new, and updated, A Difference of Initiative field data are systematically incorporated into the knowledge base. (5) Competitive intelligence-gathering is fun- Tasks, such as scanning print and non-print damentally a piecemeal operation. It involves sources, coordinating company sources, and fitting together bits and pieces of information assembling disparate data, suggest that infor- from sources both inside (e.g., sales and mar- mation managers are increasingly responsible keting) and outside (e.g., SEC filings and for anticipating the information needs of their rating services) the organization until a fairly organizations and for initiating programs that coherent picture of an industry, a company, or will enable them to obtain that needed data. a market emerges. Some information special- Offor summarizes these growing responsibili- ists have characterized this process as similar ties as follows: to "assembling a mosaic." (I) Others see it as analogous to puzzle making. (2) However it is ...taking responsibility for scanning the total viewed, the process of converting raw data operational environment; the origination of into intelligence is one that involves assem- primary research to fill gaps in the documented bling information from a variety of sources so information; the preparedness to take responsi- that a clear image begins to evolve. bility for the information as passed to the user; the authority to initiate certain levels of action in Obtaining the bits and pieces of information relation to information received; the responsi- that are used to construct these imagesrequires bility for carrying any particular item of infor- considerable initiative on the part of the information to the appropriate individual and the mation manager. Sources from within the presentation of it in such a way as to ensure a organization must be coordinated so that the response, and the responsibility for the network data from different operational units are chan- by which an organization receives and absorbs neled directly to a central facility. This infor- operating information from its executives. (6) mation is then combined with that obtained from external sources, e.g., online databases As this list indicates, information managers and print materials, to produce a fully inte- exhibit a great deal of initiative. Keiser sug- grated intelligence system. Creating such a gests that this "activist" posture or approach is system enables information managers to oper- what distinguishes intelligence centers from ate offensively in assessing the capabilities the traditional corporate library. She states and intentions of competing organizations (3) that "while the traditional company library or defensively in determining how industry tended to be merely reactive to employee analysts and other companies perceive one's requests, the new business intelligence center own organization. (4) In addition, an inte- is proactive." (7) In effect, she is implying grated CI system allows managers to design that, in initiating data gathering and organiz- customized information packages that may be ing activities, information managers are no used to profile potential acquisition candi- longer involved in simply responding to their dates, to summarize the voting records of organization's information needs; rather, they members of Congress, or to alert a business are participating actively in generating those unit of an important new development in its needs. area. Constructing a fully integrated intelligence The lm~ortanceof CI system is only the first phase in developing a comprehensive CI program. Indeed, the time Collecting and assessing information in and effort needed to establish such a system order to better understand the commercial cannot be justified if the information is al- environment in which a company functions lowed to become dated. Currency is the hall- has always been regarded as a prudent way to mark of every intelligence operation. To conduct business. Further, attempts to gather

special libraries information on a competitor's operation have Whatever the precise cause of the growing existed, as Gilad and Gilad observe, "since the interest in intelligence gathering, it is clear that dawn of capitalism." (8) So what has hap- the volatility of the marketplace has played a pened in the past decade that has allowed major role in encouraging companies to information gathering to assume such closely monitor the business environment by enormous significance? Ghoshal and Kim, in establishing CI programs. As one author their recent paper, suggest that there are three noted, "Companies realize that without taking factors which have played a critical role in the behavior of the competition into account making corporate managers realize that their strategic plans don't work." (13) Many changes in the business environment need to corporate leaders feel that CI offers them a be monitored. (9) distinct advantage over the competition even The first factor is the emergence of global if other companies have similar CI competition. To expand their markets, many capabilities. (14) Michael Porter, professor at domestic manufacturers are increasing sales Harvard Business School, points out that, "If by exporting products to other countries. your competitors respond the wrong way to Similarly, foreign companies are interested in your 'right move,' they can make the right expanding their markets by shipping goods to move wrong." (15) This suggests that to the United States. The vast cultural and social succeed, or merely to survive, companies differencesbetween these producers, Ghoshal cannot afford to ignore their competitor's and Kim suggest, "makes the need for envi- moves or fail to anticipate changes in the ronmental intelligence more compelling and marketplace. These pressures contribute to an complex." (10) The two writers explain that, escalation in what has been called the informa- with global competition, environmental fac- tion arms race. As one information specialist tors, such as changes in exchange rates, inter- recently observed, "...with more and more est rates, or public policies, affect foreign and fms gathering competitor information, no- domestic competitors differently and, as a body can afford to stay out of the game." (16) result, need to be watched very carefully. The second factor is the increased volatility A Matter of Creatlvitv. Not Ethics of the business environment. Many companies are witnessing the effects of deregulation, Because of the pressure on companies to shortened life cycles for products, and the gather information on the commercial envi- convergence of technologies-all of which ronment, and especially on their competitors, contribute to a heightened vulnerability. To some organizations have been tempted to protect themselves from this increased expo- adopt what have been termed "aggressive" sure, many businesses rely on early detection data-gathering techniques. Various methods, of environmental changes so that they may such as masquerading as a potential customer quickly respond with appropriate counter to witness a competitor's sales presentation, measures. In addition, these same companies interviewing a competitor's employees with use environmental monitoring not only to no intention of hiring them, or rewarding a detect threats to their businesses, but to iden- competitor's employees for providing infor- tify opportunities as well. (11) mation, are just some of the techniques used to The third factor is the dispersion of techno- obtain information by less than ethical means. logical and managerial capabilities such that However, relying on these unsavory tech- competitors no longer exhibit significant dif- niques is unnecessary, as John Endean of ferences in terms of innovative management Washington Researchers Limited explains. techniques or technological competence. As a "A lot of the information gathered unethically result, several companies have experienced an actually can be gathered ethically." (17) erosion in their domination of a particular Admiral Ellis Zacharias, the deputy chief of market, e.g., Xerox and Kodak. This loss of naval intelligence during World War 11, agrees leadership indicates that market position may with Endean, and adds that 95% of all intelli- no longer be determined by technical discov- gence is obtained legally and ethically through eries or commercial breakthroughs, but by public sources. (18) Acquiring information how well firms can anticipate and adapt to from publically available sources is what dis- continuous change. (12) tinguishes CI from corporate espionage. (19) fall 1988 Without engaging in shady or questionable found newspaper and magazine editors to be practices, an organization can obtain the data so knowledgeable in locating difficult to ob- it needs for assessing the strengths and weak- tain information that the author was able to nesses of its competitors from legally avail- construct an entire profile of the privately held able sources. Perdue Chicken Company. (23) Such an To acquire information on a competitor's achievement would have been impossible operation, CI managers do not need to depend without relying on these alternative sources, on spying to achieve their objective. Rather, since private companies are not required to they rely on creative research techniques. disclose any financial or operating informa- Fuld contends that, "Truly creative research- tion to public agencies. ers can take apparently commonplace sources As these techniques indicate, CI gatherers and turn them into powerful intelligence do not need to resort to illegal or unsavory tools." (20) What he means is that while many means in obtaining the information they re- of us overlook strategic information because it quire. There are a number of alternative meth- is not presented as such, intelligence gatherers ods for locating information that have nothing tend to piece information together from a stra- to do with breaking the law or acting unethi- tegically imposed perspective so that its sig- cally. As Fuld asserts, "Everything we do is nificance becomes apparent. legal and ethical." (24) Their approach involves first breaking down the desired information into separate components or units and then finding a source Getting Down to Basics for each of these subunits. Rather than asking directly, 'What is competitor X's marketing Like any other new program, CI involves strategy?,' Fuldexplainsthat aresearcher will some basic requirements before it can become produce another set of questions, such as: 'Is fully operational. Without a doubt, the most the company planning to open new service important requirement is establishing a central outlets?'; 'Has the company increased its sales facility which serves as a clearinghousefor all force?'; 'How much advertising space has the business intelligence. Some companies, Gilad company purchased?'; etc. (21) Finding and Gilad observe, attempt to rely on a decen- sources to answer each of these questions is tralized intelligence-gathering system where not only simpler, but it is also legal. Moreover, each division is responsible for its own data after collecting the answers to these questions, coI1ection. "Targets and priorities are deter- an information researcher can assemble them mined by the division alone and...information so that a reliable assessment of company X's is rarely shared with other business units." marketing plans is revealed. (25) Two problems, however, arise from this Another technique that CI people use to type of organization. First, there is the redun- obtain information is to ask whether there is dancy or duplication of effort, as each depart- anyone else who would have had the need for ment strives tocollect theinformation it needs. such information or who might be involved in IDS'S Fuld complains, "I can't tell you how producing the desired information? Answer- many times two individuals from the same ing this inquiry can lead researchers to less company have called me to locate the same orthodox sources such as help-wanted ads, study." (26) Second, CI depends on the con- industrial development authorities,Chambers vergence of data to function properly and, with of Commerce, Uniform Commercial Code a decentralized organization, that confluence filings, local newspapers, or even the yellow is much more difficult to achieve. pages, In their investigation of an oil refinery Centralized facilities, on the other hand, purchase, for example, Vella and McGonagle reduce redundancy and make it easier for the found that while traditional financial sources data to be assembled and shared, since all reported that the facility sold for $420 million, divisions transmit their information to a their online research into the transaction, using single, organizing unit. This procedure en- industry sources, revealed that the actual pur- hances the coordination and sharing of data- chase price was $200 million, and that the data that might prove important in detecting buyer used internal funding. (22) Similarly, changes in a competitor's behavior or in an Law-Yone of the Washington Researchers industry's regulatory environment. For ex-

special libraries ample, a piece of data having little signifi- Because of these limitations, online searching cance for its reporting unit may be exactly should not be relied on exclusively for CI, but what is needed to establish a suspected change should be regarded as an important part of a in a major competitor's distribution channels. broader operation that includes a company's Similarly, Hershey, in his article on CI, points internal sources. out, "A piece of information that seems unim- A third element of any intelligence-gather- portant at the time of its collection might ing system is personnel. In a recent article, provide a valuable clue when linked with some Fuld notes that corporate management fre- future data." (27) Thus, by collecting informa- quently appoints someone from marketing to tion and storing it in a single location, re- be their chief information officer. (29) He searchers can begin to interpret even subtle suggests that this may not always be a good changes in the competitive, regulatory, and decision, since most marketing people are technological environments that will enable trained to assess broad overviews and trends them to develop a more complete picture of while CI involves assembling detailed frag- what their organization might expect. ments. He writes, "The tools used for each job A second requirement of CI systems is the can be very different. A person trained as a availabilityof a large number of resources. To marketing researcher may not have the exper- provide detailed financial, production, distri- tise or knowledge required for intelligence- bution, marketing, and technical profiles of a gathering." (30) If experience in marketing is competitor's operation, intelligence gatherers not the optimal background for intelligence need to access a broad spectrum of informa- work, then what type of training or skills are tion sources-sources well beyond the limits regarded as good prerequisites for this type of of the organization. Fortunately, the introduc- work? tion of hundreds of online databases has aided There are a number of important skills CI researchers by offering a fast, efficient way needed to become an effective information to locate an extraordinary amount of informa- manager. First, there is the location of sources. tion (derived from SEC filings); others pro- An information gatherer needs to know where vide information on almost any subject. There to find all types of information that are relevant are databases that contain reliable financial to the concerns of his or her organization. This information (derived from SEC filings); oth- includes knowing who collects it, what it is ers provide information on the advertising and used for, and if there are any alternative marketing of consumer products and services; sources. Further, the individual should have and still others offer in-depth summaries of a some expertise at maneuvering through the company's position in relation to its objec- labyrinth of data that is available. In an infor- tives, market share, and prospective sales. mation-driven society such as ours, we seldom Indeed, online information has become so suffer from too little data, but are often mired plentiful that articles advising users on how in too much. One information specialist re- and where to find specific CI data are becom- cently described what happened to a group of ing increasingly common. (28) people who decided to use DIALOG, "After Certainly databases have become an ex- some training, they wanted to throw in the ceedingly valuable tool for acquiring a vast towel, because they suddenly became aware of amount of information, but it is important to how complicated this is, how expensive it is, keep in mind that they have their limitations. and how long it takes to know where to go to Often the information contained in a database get the precise information needed." (31) will not be current enough to capture fast- Another useful skill which an information paced changes, like those pertaining to pricing manager should exhibit is the ability to organ- or management appointments. This may be ize and index a large body of information. The true even though the database producer offers data generated by the different business units, daily and weekly updates. Another limitation added to that gathered on the industrial, com- is that the data may not be sufficiently detailed petitive, regulatory, and technological envi- to allow the performance of an individual ronments, suggest that an extraordinary product line to be observed. Sales data, for amount of information is involved in intelli- example, are sometimes reported as an aggre- gence operations. If this data is to prove of any gate figure combining several product groups. value it must be organized in some systematic fall 1988 way and indexed such that it can be retrieved may be coordinated so that information easily. As a result, the information manager reaches the central facility, what type of re- should be proficient at creating systems which sources are available beyond the company's organize large quantities of information such contacts, and who the organization can hire that it can be accessed easily and used effec- with experience in collecting and organizing tively. data represent just a few of the considerations The fourth, and final, requirement for con- that arise in developing a CI program. (Other structing aCI system centers on the equipment considerations include decisions concerning that is needed to properly store the data. Not the type of information to be collected, dis- too long ago, dealing with large amounts of cussed below.) In looking at these require- informationmeant that a mainframe computer ments, it becomes quite clear that to succeed was required. Because of this, suggesting an CI necessarily involves a commitment from information-intense program like CI would top management. As one intelligence director have been a very expensive proposition. commented, "New systems will demand that However, today many microcomputers are people change how they think, work, and in- capable of handling the data of their main- teract. This takes effort. Effort can only come frame predecessors and of performing the with commitments from the top down." (32) same functions at notably higher speeds. This development enables CI to be conducted using any local microcomputer network that the organization uses. Depending on the company's network and available equipment, Where to Start? instituting a CI program may involve little more than the purchase of an additional PC Almost all CI experts agree that the first unit and/or the equipment needed to access the priority in beginningan intelligence operation company's central network. is to identify what type of information your In addition to whatever hardware is re- company needs and how that information will quired, a fully functional CI system will need be used. As noted earlier, we live in an some software packages to operate the equip information age where the risk of being over- ment. Again, depending on the organization's whelmed by an abundance of data is much resources and on the level of sophistication at greater than the prospect of not finding what it which the intelligence unit is expected to func- is you want. By basing the organization's tion, the software may include several pro- information needs on how and who will use it, grams, e.g., a file-indexing and retrieval pro- a clearer definition emerges regarding what gram, a spreadsheet program, a database data should be retained and what should be management program, etc., or it may involve discarded. Ainsworth recalls that while con- just one. In any event, a CI unit cannot func- structinga CI system at Pimey Bowes, she and tion without a database management system her coworkers, 'Time and again, returned to that will allow the storage, retrieval, and the decision point-If it was not about a manipulation of both alpha and numeric data. company, product, or industry, why include it Some of the better database management in the file?" (33) programs currently on the market are known Although decisions on which data to collect as "relational systems." Unlike earlier DBMS will vary from company to company, at least programs, relational systems, such as dBASE two types of information should be gathered I11 plus, Paradox. R-BASE, etc., allow infor- by almost all organizations: industry and mation to beretrieved from anumber of differ- competitor data. Industry information is gen- ent files and reorganized either to form an erally used for long-term, strategic planning entirely new file or to generate a special report. because it relates to the broader economic, This offers users great flexibility in assem- technological, legislative, and social environ- bling and organizing information. ment in which a manufacturer operates. As these requirements suggest, consider- Competitor information, on the other hand, is able preparation is involved in acquiring an used for prompt, tactical decisions since it information-gathering capability. Decisions deals with the current business practices of regarding how the different business units competing organizations that make up the

special libraries immediate business environment. 5. Research & Development Information relating to these two areas may a. Key personnel be organized according to the industry/com- b. Patents filed petitor distinction or, as some prefer, an indus- c. Technological developments try/competitor/product designation. In either case, the data pertaining to each category are 6. Marketing assigned to a specific file. Industry files typi- a. Approach or strategy cally include: b. Advertising information c. Sales force d. Demographic profiles 1. An overview that would enable an en- trant to acquire a basic understanding of the 7. Government industry. a. Legislation b. Regulation 2. Statistical data regarding the current c. Litigation status and projected growth of the industry.

3. A list of experts or analysts who make a In constructing competitor files, it is irnpor- point of tracking developments in this tant not to overlook your own organization. commercial category. Seeing your operation as others see it is invaluable in terms of defending against external 4. An analysis of trends and forecasts that threats, e.g., unwelcomed takeover bids. indicate the predicted future of the indus- McGonagle calls this "defensive" CI, and try. stresses that even if the perception is mistaken just knowing it can prevent a company from Because they involve many more compo- being surprised. (34) nents, competitor files tend to exhibit a greater number of subcategories. They are usually organized as follows: Marshalling Resources

1. Business Description a. Name and address of company Gathering data on each area of a b. Description and history of business competitor's business will involve assembling c. Plant location(s) a considerable armamentarium of resources. d. Manufacturing statistics Figure 1 shows how an organization's internal e. Labor sources may be combined with online databases to provide much of the needed informa- 2. Personnel tion. Figure 2 gives the names of databasefiles a. Organization chart that are likely to contain specific information, b. Biographical profile of executives together with the type of information that may be obtained from each business unit. 3. Financials In addition to these sources. CI exnerts rec- a. Assets and liabilities ommend obtaining subscriptions *to local b. Securities magazines and newspapers in the communi- c. Earnings ties where major rivals have facilities. (35) This is suggested because articles on plant expansions, labor force reductions, and help- 4. Product Lines wanted ads tend to appear in community pa- a. Name and brief description pers first and, thus, provide early warning b. Sales figures signs that some important changes are in the c. Price offing. To keep current, experts also strongly d. Market share advise engaging a clipping or SDI service to e. Distributors scan current publications for competitor data. f. Suppliers (36) fall 1988 Figure 1.

Industry Overview - Stat Data - Experts - Trends - Competitors Bus Desc - Name & Addr - Desc & Hist - Plant Loc ManuStat - Labor - Personnel Org Chart - Biographies - Financials AssetILiab - Securities - Earnings - Prod Lines Name & Desc - Sa 1e s - Price - Mkt Share - Distributors- Suppliers - Res & Dev Key R'chers - Pat Filed - Tech Dev - Marketing

Strategy -- Advertis'g - Sales Force - Demographics- Government Legislation - Regulation - Litigation -

special libraries Figure 2.

Sales & Service Product lines, regions, pricing policy, major distributors, sales approach, pro- motional materials, size of sales force, salary structure

Marketing Product lines, pricing policy, market share, advertising, sales force, customer demographics

Purchasing Principal distributors and suppliers

Manufacturing Plant and equipment capacities, major suppliers

Key researchers, patent filings, emerging technologies

Finance Cost structure

Legal Legal and regulatory activities

Personnel Labor and sales force data

Key Executives Executive data, new distributors b suppliers. researcher data

Article--Bibliographic ABI/INFORM, MANAGEMENT CONTENTS. TRADE 6 INDUSTRY INDEX, ADVERTISING 6 MARKETING INDEX. BUSINESS & INDUSTRY NEWS

DOW JONES NEWS, BUSINESS DATELINE, NEXIS- MAGAZINES, HARVARD BUSINESS REVIEW, NEWSNET PREDICASTS (various)

NATIONAL NEWSPAPER INDEX, DATA-TIMES- NEWSPAPERS, NEWSPAPER INDEX

BUSINESSWIRE. INFOBACK, DOW JONES NEWS, VUITEXT, NEXIS

Newsletters NEWSNET, NEXIS-NEWSLETTERS

Conference Proceedings CONFERENCE PROCEEDINGS INDEX, INDEX TO SCIENTIFIC 6 TECHNICAL PROCEEDINGS, IE ENGINEERING MEETINGS .- Directories DUN'S MARKET IDENTIFIERS, ELEC YELLOW PAGES, S 6 P CORPORATE, THOMAS REGISTER ONLINE

Government Filing DISCLOSURE 11, COMPUSTAT, MEDIA GENERAL DB,

Company Reports S 6 P NEWS AND CORPORATE. VALUELINE, MOODY'S PROFILES, PTS ANNUAL REPORTS

Analysts Reports MEDIA GENERAL DB, DUN'S FINANCIAL PROFILES

Credit Reports TRW PROFILE, CREDIT BUREAU. DUNSPRINT

Market Reports INVESTEXT, A.D. LITTLE, FINDISVP

Technical Reports NTIS, FED RESEARCH IN PROGRESS

Patents LEXPAT, WORLD PATENTS INDEX, PATSEARCH

Advertising ADTRACK, MARS, COMPARE PRODUCTS

Specific Databases MARQUIS WHO'S WHO. AM MEW 6 WOMEN OF SCIENCE, DONNELLY'S AM PROFII.ES, ONSITE, CIS, FED REGISTER ABSTRACTS

fall 1988 Accommodating Full-text and can find information quickly and cost-ef- Numeric Data fectively.

The final consideration in developing an Techniquesfor organizing data. As in- integrated CI system is where to locate it. To formation professionals, LIC managers are many companies, CI's association with infor- especially skilled in organizing and index- mation is sufficient reason for assigning it to ing information for easy retrieval. Their the Management Information Systems (MIS) expertise enables them to deal with large division. However, as Ramocki notes, MISs quantities of disparate data. are designed to deal with quantitativedata that pertain to internal operations and are not "well Storage capabilities. With the develop- adapted to integrating qualitative information ment of personal computers, the issue of which is about all that is available on the storage no longer poses a serious problem. competition." (37) In other words, CI and MIS Like most modem, information-based tend to be incompatible because they are de- operations, LICs usually have some type of signed to serve two different functions. Infor- computer available to them for storing mation consultant Marydee Ojala sees this large quantities of data. problem as one of competing "cultures," where CI represents a full-text, externally As these features suggest, information cen- oriented world of strategic intelligence, while ters exhibit many of the capabilities that are MIS is geared toward a number-dominated, needed to build an integrated CI system. With internally oriented world of operations. (38) a few simple modifications (e.g., participation While this dichotomy is not absolute, i.e., CI in company planning sessions, an increase in also includes numeric information, it suggests the number of assistants, and the cooperation that MISs may not be flexible enough to ac- of operating units in reporting field data), commodate the full-text data that are an inte- these centers could provide companies with gral part of CI operations. the edge they need to become truly effective Another area that is often overlooked, but competitors. well suited to dealing with both full-text and numeric data, is the LIC. Brooks observes, in Acknowledgments his article on corporate intelligence centers, that management tends to overlook these The author would like to thank Jim Mata- centers because they still associate them with razzo for his encouragement and support. the archival function for which many were founded. (39) Thk is unfortunate because References LICs exhibit a large number of attributes that 1. Keiser, B. Quoted in "An Overview of the Busi- make them ideal candidates for CI programs. ness Intelligence Center." Online Access 2 (no. 5): (40) To be specific, LICs feature: 16-17 (Sept./Oct. 1987). 2. Ful4 L. M. CompetitiveIntelligence.New York: Wiley & Sons, 1985. A central location. Many LICs are cen- trally located and they interact frequently 3. Zinkhan. G. M., and B. D. Gelb. "Competitive with other departments within the organi- Intelligence Practices of Industrial Marketers." In- dustrial Marketing Management 14: 269-275 zation. This arrangement makes them (1985). particularly attractive as a facility for con- solidating the data that is obtained by vari- 4.McGonagle. J. J. "Using DefensiveCI (Competi- ous business unit.. tive Intelligence) in Mergers and Acquisitions." Online Access 2 (no. 5): 48-49 (SeptJOct. 1987). Information access. There is no question 5.McClearly. H. "A PracticalGuide to Establishing that through online databases, LICs have a Business Intelligence Clearinghouse." Database access to an inordinately large and diverse 9: 40-46 (June 1986). group of sources ourside the organization. 6. Offer, C. "Changing Pattern of Information Use Further, they have trained personnel who and Supply." Aslib Proceedings 30 (no. 1): 35-45 know how to use those sources and who (January 1978).

special libraries 7. Keiser, op. cit. 28. LaRosa, S. M. "Investext: The Business Intel- ligence Database." Online 9 (no. 5): 41-44 (Sep- 8. Gilad, T., andB. Gilad. "BusinessIntelligence- tember 1985); M. Meredith. "More Databases The Quiet Revolution." Slwn Management Re- Searched by a Business Generalist 11." Dcdabase 9: view 27 (no. 4): 53-61 (Summer 1986). 53-56 (April 1986); F. M. Bahr. "Mars, Online 9. Goshal, S., and S. K. Kim. "Building Effective Marketing Intelligence from PTS." Database 9: Intelligence Systems for Competitive Advantage." 3842 (October 1986). Sloan Manugement Review 28 (no. 1): 49-58 (Fall 29. Fuld, op. cit. Marketing News 19. 1986). 30. Ibid. 10. Ibld. 3 1. Meredith. op. cit. 1 1. Ibid. 32. Barabba, V. P. "How Kodak's Market Intelli- 12. Ibid. gence System Cuts Risk, Speeds Decisions." 13. Flax, S. "How to Snoop on Your Competitor." Management Review 73 (no. 8): 8-13 (August Fortune: 28-33 (May 14. 1984). 1984). 14. Lehr, L. W. "Know Your Adversaries." Chief 33. Ainsworth, M. L. "Competitive Intelligence Executive (no. 36): 46-49 (Summer 1986). File." National Online Meeting Proceeding. April 10-12. pp. 5-8 (1984). 15. Porter. M. Quoted in Flax, op. cit. 16. Wagers, R. "Online Sources of Competitive 34. McGonagle, op. cit. Intelligence." Database 9: 28-38 (June 1986). 35. Ramocki, S. P. "Your Managementhformation 17. Endean, J. Quoted in Whalen, B. "Report Rise System Must Not Neglect Your Competition." in Use of 'J. R.' Research Tactics." Marketing Manage 35 (no. 2): 4-5 (April 1984); S. M. Eby. "Psssssst! (Do You Want to Know a Secret?)." INC News 81 (no. 11): 30-31 (May 25.1983). 3 (no. 5): 150-52 (May 1981); and I. H. Gordon. 18. Zacharias, E. Secret Missions: The Story of an "How to Use Competitive Intelligence to Survive." Intelligence OfJicer. New York: Putnam, 1946. Canadian Manager 7: 9-10 (1982). 19.Maher, P. "Corporate Espionage: WhenMarket 36. Hershey, op. cit.; Eby, op. cit.; G. Kelly. Research Goes Too Far." Business Marketing 69 "Keeping Ahead of Competitors." Management (no. 10): 50-66 (October 1984). Today: 39-46 (June 1985); I. H. Gordon. "Com- 20. Fuld, L.M. "Don't Confuse Corporate Intelli- petitive Intelligence-Learning All About Ri- vals-Today Is a Must." Executive 24 (no. 10): gence with I Spy." Marketing News20 (no. 19): 38, 45 (September 12,1986). 74-75 (October 1982). 21. Fuld, L. M. "Siziig Up the Competition." 37. Ramocki, op. cit. Canadian Business Review 12 (no. 2): 35-37 38. Ojala, M. Quoted in "An Overview of the (Summer 1985). Business Intelligence Center." Online Access 2 22. Vella, C. M., and J. J. McGonagle. "Just Call (no. 5): 16-17 (Sept./Oct. 1987). Your Computer '007.' " International Journal of 39. Brooks. M. "TheInformation Specialist and the Bank Marketing 18 (no. 6): 36-39 (June 1986). Corporate Intelligence Center." National Online 23. Law-Yone, W. Company Information: A Model Meeting Proceeding. April 30-May 2. p. 51-55 Investigation. Washington, D.C.: Washington (1985). Researchers, 1983. 40. McCleary, op. cit. 24. Fuld, L. M. Quoted in Whalen, B. "Marketing Thispaper wasproduced aspart of H.Frances 'Detective' Revals Competitive-intelligence Greene's course work at the Graduate School Secrets." Marketing News 17 (no. 19): 1,10 (Sep- of Library and I$ormation Science, Simmons tember 16, 1983). College. 25. Gilad, op. cit. 26. Fuld, L. M. "Competitive Intelligence: It May Be Right Under Your ..." Marketing News 19 (no. H. Frances Greene is the assistant to the 1): 7 (January 4, 1985). science librarian at the Wesleyan 27. Hershey, R. "Commercial Intelligence on a University's science library in Middletown, Shoestring." Harvard BusinessReview 58 (no. 5): Connecticut. 22-30 (1980).

fall 1988 Authority Files for Microcomputer Databases

Scott Brandt

The growing ease with which large databases can be developed and maintained on the microcomputer causes concern for consistent data administration. The concept and practice of authority control in the past applied to the card catalog has been shown to apply to databases and is seen as a valuable tool for linking records and providing integrity and consistency. The function of an authority file is examined and comparisons are made to relational database capabilities. The application of authority control to a microcomputer-based database is demonstrated and other applications are suggested.

THE number of library operations which Databases and Microcomputers can be automated is nearly exhausted. The extent to which those operations can be auto- Surveys have shown the extent to which mated, however, has hardly been realized. libraries have integrated microcomputers into Recent developments in microcomputer capa- their operations, and the degree to which in- bilities make it necessary t look closely at house design of databases is supported. (1) how operations are being automated. Micro- Much of the application of microcomputers is computers, readily available to almost every- the automated extension of traditional biblio- one, can be used simply for storage and re- graphic library services, such as analytics, trieval of great quantities of data. But to take bibliographies, and indexes, to local uncatalo- full advantage of them, the knowledge gained ged materials. These and other lists of such from years and years of dealing with printed materials form databases or files which are information must be applied to the online easily maintained, updated, and accessed. counterpart. In particular, we must ensure the Terence A. Brooks, among others, has stated integrity and accuracy of locally built data- that database design and management is "an bases by applying authority control to the area of particular expertise for library and construction and maintenance of these files. information science professionals" since

296 Copyright Q 1988 Special Libraries Association special libraries "catalogs, authority files and thesauri, and the most familiar example is the LC authority indexes are our tools of trade." (2) files associated with OCLC, which are used to Microcomputer database construction is not ensure control over entries in the catalog. At a new application in libraries. Pratt has noted the microcomputer level, the authority file examples as far back as 1980. (3) However, serves to provide consistency and integrity in continual software and hardware develop- a database. ments contribute to the ease with which data- Since the days of Cutter, librarians have bases can be built and maintained. It is the recognized the importance of establishing an processing and file manipulation capabilities authority file to maintain consistency and in- of the microcomputer which lend themselves tegrity of headings so that similar records to automating bibliographic library services. could be linked through collocation in the With its online capability of allowing sorting, catalog. In large part, authority control was searching, and updating, the microcomputer implicit in the syndetic catalog advocated by accomplishes what was previously main- Cutter, although guidelines on how to estab- tained by a typewriter and/or photocopier. lish and apply such control have been sparse. correction fluid or erasers, and a lot of alpha- (6) Some method was needed to keep track of betizing and filing. Now, with increased local cross references and also to ensure that names storage being offered (100 ME3 hard disks, and headings were established with uniform- Bernoulli boxes, and soon CD ROMI ity and accuracy. Burger notes that the sys- WORM), larger files can be built and main- tematic construction and maintenance of au- tained locally. With the development of such thority files and their use grew from efforts of databases comes the need for good data ad- people like Dorcas Fellows who sought to ministration and control. record the sources and process used to identify As library automation has increased and unique forms for names. (7) expanded to various levels, concern for man- As more and more librariesconvert to online agement and control of data has also in- catalogs, authority control is being looked at creased. Data administration, at first only the closely as a part of data management to ensure problem for giant databases like OCLC, soon consistency and integrity of entries as well as became the concern of libraries with online to interrelate records that share a heading. (8) catalogs. Now concern is also felt at the As applied to bibliographic databases, author- microcomputer level where database manage- ity control is more than a device which is used ment systems (dbms) are used to design appli- to establish and relate headings--it can do so cations. The problem of data management has automatically and literally "link" records to- long been a concern of people working in the gether. As such, authority control can be seen data processing industry and has followed into as the quintessential tool for data adrninistra- libraries with the extensive creation of data- tion. bases. But David R. MacDonald notes that the As the number and size of local microcom- industry's ideas about databaseadministration puter-based databases continue to grow, au- closely resemble the concept and practice of thority control is necessary for the same rea- authority control, which libraries have long sons that apply to online catalogs. Headings applied to the card catalog. (4) need to be consistent to maintain the integrity of the database for sorting and searching. Authority Control Relationships need to be established to allow access to like items. The documentation of Authority control has traditionally been authority decisions is essential for file mainte- defined as "a process for insuring consistency nance. Usually this can be provided on a of headings in a library catalog," and usually microcomputer with the use of a database consists of distinguishing forms of headings, management system. showing relationships and documenting In the past, the storage and processing capa- decisions. (5) In the past this applied mainly to bilities of a mainframe computer were needed the card catalog, but also to some extent to the to handle large files which would require au- construction of abstracts and indexes. With thority control, though microcomputers are automation this type of control is logically now approaching similar capabilities. It is not extended to bibliographic databases. Perhaps likely that many libraries have had access to a fall 1988 mainframe computer for maintaining local a particular issue had arrived. In 1982, the files other than an online catalog. Some aca- service was evaluated and a decision was demic and special libraries, though, have had made to update and automate the system. access to mainframe computers through ties Requirements for the new system were that it with research departments. An example of a reduce keying of data entry, provide accurate system that started out on a mainframe and was and consistent files and printouts, allow for converted to a microcomputer-based system easy update and maintenance, and be acces- follows. sible online. It was decided that a program based on key A CODEN-based Authority File access through CODEN (originally described by Charles Bishop as "the combination of A listing of journals received daily had been letters, numbers and symbols assigned to a provided as a current awareness service in the document" for a journal abbreviation (9)) Chemistry Library at Indiana University since would best serve the purpose and satisfy re- before 1976. The list of journals was typed as quirements. An authority file (figure 1) was issues arrived. The service allowed faculty established which had two fields-journal and students to view the day's receipt of 10-1 5 title and CODEN. A secondary file of daily journals quickly and in one place, and served listings was built by entering the CODEN and to answer the often asked question of whether issue information (volume, issue, and date).

Figure 1. The Mainframe-based Authority File

EXPEAM EXPERlENTlA

FDCSB7 FARADAY DISCUSSIONS OF THE CHEMICAL SOCIETY

FEBLAL FEBS LETTERS

FEPRA7 FEDERATION PROCEEDINGS

03783812 FLUID PHASE EQUILIBRIA

ZACFAU FRESENIUS' ZElTSCHRlFT FUR ANALYTISCHE CHEMIE

0538-7590 GAS AND LIQUID CHROMATOGRAPHY ABSTRACTS

GCITA9 GAZZETTA CHlMlCA ITALIANA

GLDBBS GOLD BULLETIN

HCACAV HELVETICA CHlMlCA ACTA

The program matched the daily CODEN with Figure 2. Daily input and Printed List that in the authority file and would then print Using CLARS a list and also make a file of the corresponding titles with the information entered in the issue ? jacsat vol. 256, no. 13, august 15, 1987 field (figure 2). Known as CLARS (Chemis- try Library Augmented Reporting System), ? nwscal vol. 102, no. 1412, may 31, 1987 the system was designed primarily for listing, JOURNAL OF THE AMERICAN and did not attempt to duplicate holdings in- CHEMICAL SOCIETY formation which was recorded elsewhere. Success was recognized in that time spent in VOL. 256, NO. 13, AUGUST 15, 1987 typing was decreased considerably, accuracy and consistency of output was ensured,and the NEW SCIENTIST system allowed online access to the daily list- VOL. 102, NO. 1412, MAY 31, 1987 ing file. special libraries The CODEN was chosen as the main access A readily available dbms package was cho- point and link between the two files because it sen, PC-File/R, which fulfilled the require- was short-a six-characteralphanumeric des- ments and was easy to learn and use. As a ignator-and because it was a standard and simple relational dbms program, PC-File/R unique code for each journal. Most chemistry allowed two or more files to be linked by fields journals use and display CODENs on their and thus maintained the integrity of the system covers, in part because they have been exten- as an authority control system. In addition, the sively used by Chemical Abstracts Service. package allowed flexibility in printing--not For the few journals which did not have a only could the order of fields for print-out be CODEN assigned to them, either a suitable manipulated, but the list could be printed to CODEN-type abbreviation was found in disk in a variety of formats, fulfilling the CASSI, the Chemical Abstracts Service second requirement of the micro-based sys- Source Index, or the ISSN number was used. tem by allowing for direct electronic transfer Alternatively, a unique CODEN was simply (figure 3). devised in-house. With CASSI used as a source of reference, the CODEN file, served as an authority file. Because the daily file was Figure 3. Daily Input and Printed List matched against the CODEN file, the two files Using PC-FilelR were cross-checked and authority control was achieved. jacsat While the system was easy to use, maintenance was a little difficult because a knowledge of the operating system commands was needed. Other problems arose which sometimes created inconveniences. For the most August 13, 1987 part the system was not interactive-the daily CODENs and issue information were entered nwscal in batch online, and errors or a new CODEN not entered in the authority file were not no- ticed until after processing. Of greater frustra- tion were the upgrades in the hardware or operating system which sometimes came with May 31, 1987 little advance notification and caused problems with using and maintaining the program. JOURNAL OF THE AMERICAN CHEMICAL SOCIETY Microcomputer Authority Control VOL. 256. NO. 13. AUGUST 13.1987 NEW SCIENTIST During the time the listing system was used VOL. 102, NO. 1412, MAY 31, 1987 and maintained on the mainframe, the library acquired microcomputers. After further review, it was decided that a microcomputer- As before, the CODEN file serves as the based system would be sought. The same authority file and CASSI can be used as the requirements were held for this system as for source of authority for the journal title, if the first one, with three additional demands: necessary. The CODEN file was downloaded that the system would be easy to use, that the directly from the old system and modified for system would emulate as closely as possible use with the new system. This file now con- the system used on the mainframe, and that tains four fields: the CODEN field, two title electronic delivery of the listing (via e-mail) fields, and a subject field that allows sorting of would be easily accomplished. The first re- the file by subject. A fifth field could be added quirement would ensure carryover of training as a memo field to document authority deci- to the new system, and the second would sions. eliminateexcess manipulation of the format of The second file allows for the input of date the list for transferring from one machine to (provided automatically), CODEN, title (pro- another. vided automatically by link), volume, issue/ part number, and date of issue. The CODEN The need for the automatic relations or links field in the second file is linked to the CODEN of a relational dbms for an authority control field in the authority file and, whenever a system has been dealt with at length by CODEN is entered for adaily list, theauthority Malinconico. (11) He demonstrated how file is searched for a match. When a match is crucial it is for the implicit links, which are found, the title from the authority file is copied interpreted using the authority source, to be over to the second file. This authority control made explicit, "mechanical" links by the sys- process detects whether there is a record for tem or its software. The relational authority daily CODENs entered and indicates when no control system is seen to have three compo- match is found. nents: the implicit relationship which distin- Additional success has been gained with the guishes between headings, the decision as to microcomputer-based system and its related how that relationship is to be expressed, and authority control. A further decrease in the the explicit relationship as manipulated and amount of inputting has been realized and, controlled in data administration. These because the software can be either menu- or closely resemble the components of a tradi- command-driven, maintenance is much eas- tional authority control system as mentioned ier. Consistency and accuracy of files is main- earlier. tained. The system is operated in much the same way as CLARS, so training has been Authority Control Applied to minimal. File output has allowed electronic Other Databases delivery of daily listings through local e-mail. Relational Database The example of a CODEN-based authority Management Systems control file given above shows how such a system can be used to maintain accuracy and It is in large part the inherent capabilities of integrity of adatabaseas well as reduce keying arelational dbms which allow for an authority of input. This relatively simple system works control system on the microcomputer level. A well for the purpose it was designed, though it relational dbms allows more than one file to be does not really attempt to distinguish headings open at a time and allows links or relations to or show the interrelationship between serials be made between the files. When the link is a titles and CODENs. It could perhaps be ex- dependent one (as in the CODEN-based sys- panded to do so or applied to an online serials tem using PC-File/R where the title field in the database which includes holdings. daily file depends on the primary file for its Other applications might be more suitable in information), then the control is built in (figure requiring authority control. One example 4). With more extensive relational dbms might be a database of bibliographic citations. packages, like dBase 111, a similar control is Links can be made between journal title, au- implicit in that relations are established when thor, and address fields and authority files to records are entered in a data table. (10) ensure integrity and define relationships. Currently such files are being maintained to some extent by scholars and researchers using such programs as ProCite, Ref1 1, etc. Data- Figure 4. Relational Link in the bases of locally held theses or reports would Authorlty Control System also be targets needing authority control to some degree. Subject headings could be established in a thesaurus or authority file which could be linked to records to ensure consistency and accuracy for searching-a locally Daily File Authority File derived thesaurus could be derived if an appro- CODEN- compares CODEN priate one does not currently exist. ~hou~h - - - - + such databases mav not be considered lavze titlsf- - - -provides - - - - title enough to warrani an extensive authorGy control system, they do need good data administration, which such a system provides.

300 special libraries An obvious database which does need such 2. Brooks, Terence A. "Relational Database Design control is, of course, an online catalog. Recent in Information Science Education." Journal of expansions of microcomputer hardware Education for Library and Information Science 26 whichcould allow up to 16MBRAM, 250MB (no. 1): 3-15 (Summer 1985). drive capacity (and more), and 20 MHz proc- 3. Pratt, Alan D. "Microcomputers in Libraries," in essing time rival small- to medium-sized 19# Annual Review of Information Science and mainframes in their capacity to handle an Technology. MarthaE. Williams, ed. White Plains, online catalog. In fact, a newly announced N.Y.: Knowledge Industry Publications, Inc., microcomputer lacks only the capabilities to 1984. pp. 247-269. string together several drives and handle sev- 4. MacDonald, David R. "Data Dictionaries, Au- eral times as many users to equal a mid-sized thority Control, and Online Catalogs: A New Per- mainframe's capacity. It is at this level (hun- spective." Journal of Academic Librarianship 11 dreds and thousands of records) that an author- (no. 4): 219-222 (September 1985). ity control system becomes essential. 5. Avram, Henriette D. "Authority Control and its Authority control, whether for small data- Place." Journal of Academic Librarianship 9 (no. bases or large, cannot simply be imposed on a 6): 33 1-335 (January 1984). system, however. It takes planning and designing, as well as extended maintenance once 6. Auld, Lany. "Authority Control: An Eighty- it is implemented. Year Review." Library Resources & Technical Relationships must be drawn, an authority Services 26 (no. 4): 319-330 (October/September source determined, interpretations made, and 1982). decisions documented prior to inputting the first record. Solutions for larger databases are 7. Burger, Robert H. Authority Work: The Crea- only now being found for authority control in tion, Use,Maintenance, and Evaluation ofAuthor- online catalogs. With foresight and knowl- ity Records and Files. Littleton, Colo.: Libraries edge from past experiences, perhaps problems Unlimited. Inc.. 1985. 126 pp. with microcomputer-based authority control can be avoided. 8. Epstein, Susan Baerg. "Automated Authority Control: A Hidden Timebomb? Part II." Library Acknowledgments Journal 111 (no. 1): 55-56 (January 1986).

I would like to thank Gary Wiggins, head of 9. Bishop, Charles. "AnIntegrated Approach to the the Chemistry Library at Indiana University, Documentation Problem." American Documenta- for his technical assistance and advice on this tion 4 (no. 2): 54-61 (Spring 1953). paper. 10. Brooks, op. cit.. p. 5. References 11. Malinconico, S. Michael. "Bibliographic Data 1. Bichteler, Julie. "Microcomputers in Science Base Organization and Authority File Control." andTechnology Libraries." Science &Technology WilsonLibraryBulletin54 (no. 1): 36-45 (Septem- Libraries 6 (no. 4): 3-19 ( Summer 1986). ber 1979).

Scott Brandt is the physics librarian, head of the Earth & Atmospheric Sciences Li- brary, and assistant professor of library science at Purdue University.

fall 1988 Building Bridges: LIS-IAIMS-BioSYNTHESlS

Naomi C. Broering

Bonnie Cannard

Recent progress in library automation and networking is rede- fining the library's traditional role. The Georgetown University Medical Center Library, developer of the Library Information Sys- tem (LIS), has been involved inautomation for nearly a decade, and was one of the first lnstltutions to receive an NLM IAIMS grant. The two projects have evolved together. New LIS modules, such as Document Delivery and the ALERTS WCURRENT CONTENTS @ Search System, have been designed in a reciprocal LISIIAIMS environment. BloSYNTHESIS, a current IAlMS research project, Is a prototype information tool for tomorrow.

Introduction Only a few years later in 1983, Jones and Marcum stated, "the focus of integrated sys- THE age of the totally electronic medical tems has been on library systems that manipu- library has arrived. It is common to find that late the bibliographic record. This concept academic medical center libraries are either must shift to one that involves the integration fully automated, in the process of automating, of many information systems, and with this or planning for system automation. Integrated shift in focus comes a new perspective to the systems are the logical choice because they role of the library." (2) accommodate a master bibliographic record The electronic medical center library of and therefore facilitate work flow and infor- today has emerged as a focal point for Inte- mation access. The integrated concept was grated Academic Information Management introduced to medical libraries through the Systems (IAIMS), a program spearheaded by National Library of Medicine's (NLM) Inte- the NLM for improvement of information grated Library System (ILS) implemented at flow in medical centers. Medical library data- the Pentagon Army Library in 1979. (1) bases are being recognized as an essential part of medical center information systems accessed through an institutional network sys- m: The Georgetown University Library hformation System, tem. The intent of IAIMS is to transmit bi- the miniMEDLlNE SYSTEM, and ALERTS are trademarks omedical information from various sources to of Georgetown University. users at the place and time it is needed. In the @: CURRENT CONTENTS is a trademark of the Institute for IAIMS environment of tomorrow, integration Scientific hformation. of information will occur at the system level,

302 Copyright 8 1988 Special Libraries Association special libraries and the multiplicity of sources will be trans- graphic, and gateway systems are also avail- parent to users. This approach to information able to Georgetown users. They include: management is also applicable to special libraries and is already evident in the corporate Information Database sector. Physicians Data Query (PDQ) Clinical Computer Information System RECONSIDER (Micromedex-Drug System) LIS: A Stepping Stone to IAlMS Bibliographic Databases ALERTSTM/CURRENTCONTENTS@/ The Georgetown project demonstrates how THE miniMEDLINE SYSTEM a decision to automate a library in 1979 trans- formed it into a high-tech IAIMS site by 1987. Internal Gateway "Bringing the library to the user" was the BioSYNTHESIS rationale for the library automation project External Gateway launched by the Dahlgren Memorial Library at Full Text System the Georgetown University Medical Center in 1979. A decision was made to acquire an in- System Features. The system components house dedicated minicomputer, abandon interact and share data (figure 1). Because of costly piecemeal automation projects, and common push-button approaches and system design an integrated library information sys- similarity, once users learn to search the cata- tem. It was recognized that to achieve the log, they also grasp the concept for using project goal, library records needed to be miniMEDLINE and ALERTSICURRENT coordinated into one computer system. CONTENTS. There is a master bibliographic By 1981, version 1.0 of the Georgetown file for the library's holdings, which means Universitym Library Information System transactions recorded in one component are &IS) was completed and ready for users. LIS instantaneously accessible by other compo- met its objectives for improved patron infor- nents. mation services, for more efficient and cost- System SofhvarelHardware. LIS software effective technical processing activities, and is written in ANS MUMPS, a standard lan- for better information management. The guage designated by the American National components designed in LIS not only handle Standards Institute (ANSI). LIS uses the the basic functions normally included in an MUMPS system software developed by Inter- integrated system (cataloging, circulation, Systems Corp. Standard MUMPS was se- acquisitions, serials), but provide capabilities lected because of its excellent text string han- and services beyond these basic tasks (in- dling capabilities, hierarchical file structure, house bibliographic databases, networking, and efficiency for interactive database appli- and word processing). The miniMEDLINE cations. Goldstein substantiated the powerful, SYSTEMTH,a self-service bibliographic high-level capabilities of MUMPS, which module which allows users to execute enables system design and implementation in searches of a portion of theNLM's MEDLINE a cost-effective manner with minimal file, was the first in-house database available programmers. (3) through LIS. The system functions on Digital Equipment The system has been continuously en- Corp. (DEC) series minicomputers which in- hanced and expanded. Many of the enhance- clude VAX and PDP versions. The size of a ments are a result of suggestions from users. library's files and anticipated number of si- Recent components include AV BookingDn- multaneous users determines the CPU and formation Resources Management, Docu- disk storage capacity required to operate the ment Delivery, Reserves, a Multiple Library system. version, and ALERTSm/CURRENT CON- Technical and Functional Features. Inte- TENTS@ Search System. gration begins at the system level, where one As part of the IAIMS project, other compo- master bibliographic record is used by all nents which integrate information, biblio- modules. Individual modules also share other fall 1988 special libraries major files, such as the patron and item files. Doc-Dahlgren Online Catalog. Thecata- The value of this design feature has been log contains records of the library's holdings, proven in the development of new compo- including books, journals, and audiovisuals. It nents. Each new component utilizes thebuild- provides users with a dictionary as well as a ing blocks established by the previous mod- divided catalog for accessing holding infor- ules. Differences in library policies are ac- mation. The search points-which include commodated through a sophisticated parame- keyword (Boolean AND), Author, Title, and ter maintenance function. The catalog data- Subject (Boolean OR)--have been enhanced base includes a merger of monograph,journal, extensively. and audiovisual records searchable through There are still three levels of record display, dictionary and divided catalog options. but users have more search capabilities. The System integrity, standards, security, and first two are an abbreviated display and a full man/machine interaction are high-priority display that replicates the card catalog and features. LIS follows accepted standards for contains the call number as well as the circu- cataloging and serials control. It maintains lation status and location of the item (figure 3). MARC records, follows the NLM or LC clas- The third is a detailed MARC record display sification, and incorporates AACR2 rules. used primarily by the cataloger for mainte- Interface with the NLM Medical Subject nance of the master bibliographic file. MARC Headings (Mesh) vocabulary assures stan- records enter the system via magtape, online dardization of subject headings for creation of transfer from OCLC, or direct keyboard input. the "user-friendly" catalog and miniMED- The record is then modified as needed and LINE modules. stored in LIS. Security and data protection are accom- Circulation. All standard circulation func- plished at the system, terminal, and user lev- tions such as checkin, checkout, renewals, els. Pauonluser interaction is kept very simple holds, overdues, fine notices, patron notices, and requires minimal instruction. Staff func- inquiry, and reports have been expanded. The tions are more complex, but follow typical major files are comprised of patron and item work flow and include help screens. files (books, journals, or audiovisuals) with barcode cross reference. Management reports on patron use and extensive statistical gather- An Update of LIS Components ing are included. An IBM PC based backup circulation system has been added to collect LIS has been previously reported in the circulation-transaction data when the main literature, (4,5,6) but the components undergo system is down and to upload and file these sufficient enhancements yearly to warrant an transactions when the main system is again update of its current functions. The system is operational. currently operating under version 3.0, and Acquisitions. This component is totally new components have been added since LIS integrated with LIS; it interfaces with the cir- was last reported. One of the most significant culation system for the item file and with the additions to LIS is the multiple library version; public online catalog so patrons are immedi- it has a unique approach for a main library to ately aware of on-order or in-process items. It add branches or other institutional libraries to also provides a single point for pre-order its central computer system. searching by staff. The acquisitions module Overall, the features which LIS users favor contains files for regular and standing orders, have been maintained; it is menu driven with vendors, and fiscal transactions. It produces one entry point (figure 2). A conscious effort order, claim, cancel, and return forms and to use clean screen displays throughout the provides fiscal reports and statistical data. system continues, even as new components Serials. The serials component is MARC are added. In the Online Catalog, the mini- based. It allows the library to maintain journal MEDLINE SYSTEM and ALERTSICUR- bibliographic records that follow national RENT CONTENTS users access information standards. There is also a capability to output through two steps: 1) to enter their search holdings data for the NLM DOCLINE data- term(s), and 2) to display or print selected base. A major advantage of a fully integrated references. serials control system is that, the instant new fall 1988 Figure 2. IAlMS Directory to the Health Sciences Databases and LIS Menu for the Online Catalog

Integrated Academic Information Management System (IAIMS) Library Information System (LIS) Aug 25 87 859 AM

DIRECTORY TO HEALTH SCIENCES DATABASES

1. The miniMEDLlNE System (TM) 2. Dahlgren OnLine Catalog 3. Electronic News System 4. Ex~t

Enter your choice: PRESS A NUMBER to select the Catalog Section you wtsh to search

BOOKS. SERIES. AND AUDIOVISUALS 1 - KEYWORDS (comb~nationof author, Me, Subject or year) 2 - AUTHORS 3 - TITLES 4 - SUBJECTS

JOURNALS 5 - JOURNAL TITLES OR ABBREVIATIONS

SPECIAL FILES 6 - INTERLIBRARY LOANS 7 - RESERVE MATERIALS LIST 8 - MEDICAL SUBJECT HEADINGS

ARTICLES 9 - mmMEDLlNE SYSTEM

Hint: Try KEYWORDS (number 1) first ( '?for HELP)

special libraries issues are received and checked in, the infor- tion in the core journal literature for educa- mation is immediately accessible to the public tional and patient care needs. Once a small in the online catalog. Other special features of file, today the database contains over 200,000 the serials component include subject search- citations, including abstracts, from nearly 500 ing, claiming, binding control, routing, and journals covering a period from 1983 to the capabilities to load subscription data from present. Georgetown subscribes to the NLM vendor invoice tapes (figure 4). MEDLINE tapes and converts the records to NetworkinglDocument Delivery. The net- the miniMEDLINE format. The file is up- working features allow dial-up to the system dated monthly. from remote sites. As an outgrowth of a small The enhanced version includes capabilities interlibrary loan request function developed to search a growing database rapidly, to re- for local use, a full-servicedocument delivery trieve abstracts, and to incorporate the annu- service, which allows both individual users ally revised Mesh tapes released by NLM. As and other libraries to request loans or photo- part of the IAIMS project, new capabilitiesare copies, is currently under development and continually added. The new features are trans- testing. Library users may also suggest pur- parent to users, which means they benefit from chases. more complex system capabilities without AV BookinglInformation Resources Man- needing to learn new search routines. agement. This new component was designed Users can still conduct their searches to meet the special needs of learning resources through a menu with nine options. There are and information centers. It includes functions three search steps, which include entry of a for advanced scheduling of audiovisual media search term or terms (author, title word, jour- and equipment, microcomputer software and nal, or subject), display of references or ab- hardware, and reservation of viewing rooms, stracts, and printing. The selectedcitations are computer classrooms, and conference rooms. printed in alphabetical order by journal title. Reserves. This module began as a simple The last options allow users to begin new list of course reading assignments and has now searches or to quit searching (figure 5). developed into a full-fledged component. TheminiMEDLINE SYSTEMisclearly the Reserves includes special capabilities for "front runner" in popularity with users. Since handling of items, such as reprints, which are 1982, when the system became operational, not included in the master bibliographic file. the data-gathering capabilities have enabled Patrons may search reserves through the main the library to monitor system use and user catalog menu by course name, course number, behavior patterns. Experiencing almost over- instructor, author, or title. Reserve lending is night success in the first two years handled through the circulation module. (1982-1984). miniMEDLINE clocked almost Office Automation (Word Processing). 4,000 hours and over 28,000 searches. (7) The office automation system includes a word Data show that in the most recent two-year processing feature that is useful for preparing period (1985-1987), user connect hours major documents where more than one indi- doubled, increasing to 9,362 hours and to over vidual participates in writing the manuscript. 46,000 searches (figure 6). LIS help screens are also maintained in the The degree of sophistication exhibited in word processor. This allows individual librar- use of miniMEDLINE varies enormously. ies to edit the screens if desired. Users generally refine their searches quickly and print only those references they need. The average search time is 12 minutes and the average printed references are 6 citations. Spanning the Bridge Novice users feel more comfortable with single-subject searches, although the more The miniMEDLINE SYSTEM. This user- experienced users have learned to use Boolean friendly bibliographic search system provides AND/OR logic. access to a subset of the NLM MEDLINE file. Because miniMEDLINE is maintained in It is a collection-oriented, in-house system the library's dedicated minicomputers, it is designed for use by students, residents, re- available free to registered Georgetown li- searchers, and faculty seeking basic informa- brary borrowers, practically 24 hours a day for fall 1988 Figure 3. The Public Online Catalog Has Two Levels of Screen Displays

Levels of screen displays include 1) an abbreviated three-line display and 2) a full display with cirwlation status.

308 special libraries Figure 4. The Menu Approach of the Serials Control Module Serves as a Gateway to Specific Operational Functions

SERIALS CONTROL MODULE

DISPLAY 1. Inquiry 2. Search

FUNCTIONAL OPERATIONS 3. Checkin 4. Claims 5. Routing 6. Bindery

MANAGER OPERATIONS 7. Edit 8. Fiscal Subsystem 9. Reports 0. Utilities

Figure 5. Menu for the miniMEDLlNE SYSTEM

The ~~~~MEDLINE(~~)SYSTEM

SEARCH OPTIONS: 1 Author 2 Title Word 3 Journal 4 Subject DISPLAY OPTIONS: 5 References from a single Set 6 All References from more than one Set (Boolean OR) 7 Combine References Common to two or more Sets (Boolean AND) OTHER OPTIONS: 8 Delete all sets and begin a new search 9 Quit 1 CHOICE?9

fall 1988 users with home computers and all hours the affiliated or branch library and also the union library is open through in-house terminals. catalog of the libraries participating in the There are about 200 individuals who dial-up network. A disrributed database system to the system. There are also access sites enable libraries to form anetwork having more throughout the medical center-in each of the than one computer is a potential future en- schools (Nursing, Medicine, Dentistry, and hancement. This would allow users to search the Graduate School in Basic Sciences) and in catalogs residing on networked computers. the University Hospital. Expanded remote USAt Other Libraries. What began as a access capabilities are being implemented system designed to meet the needs of the through the IAIMS-sponsored Local Area Dahlgren Library at Georgetown has been Network (LAN). shared with other institutions since 1982. The current miniMEDLINE database at Today over 30 libraries use LIS or a portion of Georgetown consumes over 900 megabytes of it such as miniMEDLJNE (Table 1). disk storage on a DEC VAX 785. For the IAIMS project, an abbreviated backup system is also available. Each year's file requires approximately 200 megabytes of storage depending on the number of references and abstracts in the database. The database is limited to three years to maximize retrieval speed and TABLE 1. Health Sciences Libraries ease of searching. Using LIS ALERTSICURRENT CONTENTS Search System. This component is based on Cornell Univ. Medical College a subset of the Institute for Scientific Memorial Sloan Kettering Information's (ISI) CURRENT CONTENTS Payne Whitney Psychiatric Clinic database, which contains an index of the latest Hospital for Special Surgery Eastern Virginia Medical School articles in scientific subjects published in Albert Einstein School of Medicine journals. The ALERTS interface software is a and Montifiore Hospital user-friendly, self-service bibliographic Catherine McAuley Health Center search system with retrieval routines similar to George Washington Univ. (miniMEDLINE) those of miniMEDLINE. It provides the abil- Hahnemann Univ. Medical College of Georgia ity to store a search strategy for use at a later Medical Univ. of South Carolina date. Search access is by author, title word, or Morehouse School of Medicine journal. It displays single or combined sets Ortho Pharmaceutical Corporation with Boolean operators and automatically Rush-Presbyterian-St. Luke's M.C. St. John's Medical Center-Tulsa prints lists of references selected by the user SUNY, Buffalo (miniMEDLINE) (figure 7). Texas Coll. of Osteopathic Medicine CURRENT CONTENTS has five sections: Texas Tech Univ. Health Center Biology and Environmental Sciences, Chemi- Lubbock, El Paso cal and Earth Sciences, Clinical Practice, Life Odessa and Amarillo Thomas Jefferson Univ. Sciences, and Technology and Applied Sci- Univ. of Alabama at Birmingham ence. The CURRENT CONTENTS sections Univ. of Nebraska currently used by Georgetown are Clinical Univ. of South Carolina Sciences and Life Sciences. The system is Univ. of Tennesse Medical Units Univ. of Texas at San Antonio undergoing testing and evaluation,and is gain- Tyler Medical Center ing popularity with basic and clinical science Audie Murphy VA Hospital researchers of the Medical Center. Univ. of Medicine and Dentistry Multiple Library Version. This version of New Jersey (4 campuses) enables libraries to form a network to share a Univ. of Virginia Upjohn Corp. (14 branch libraries) computer system. Affiliated libraries selected Yale Univ. Med. Coll. (miniMEDLINE) for inclusion in the network share a master bibliographic file, while maintaining their own patron and item files. With this approach users can easily search the catalog of each

speclal libraries Figure 6. The mlniMEDLlNE SYSTEM Statistical Data 2-YR. 7185- 7186- 2-YR. TOTAL TOTAL

1. Searches

2. Users (Students, residents, faculty)

3. Time Spent (hours)

Total Time (minutes) Average Time (minutes)

4. References Printed

5. Average References Displayed Average References Printed

'No activity 69 days during computer room renovation

Flgure 7.

ALERTS%URRENT CONTENTS (R)SEARCH SYSTEM

SEARCH OPTIONS: 0 Stored searches 1 Author 2 Title Word 3 Journal 4 Current Contents edition DISPLAY OPTIONS: 5 References from a single Set 6 All References from more than one Set (Boolean OR) 7 Combine References Common to two or more Sets (Boolean AND) OTHER OPTIONS: 8 Delete all sets and begin a new search 9 Quit i CHOICE?

fall 1988 LIS and IAIMS: Bridaina the G~D continue as a multi-year technical research effort of the proposed Georgetown full IAIMS Having LIS in place has been advantageous project. to the Georgetown IAIMS project. LIS serves as a hub for IAIMS activities and has inspired Conclusion development of projects that have led to recent grant awards. A notable outcome of the stra- Overall, the LIS and IAIMS projects have tegic planning contract award from the NLM resulted in numerous publications and presen- was the book entitled Strategic Planning: tations involving Georgetown. Over 200 na- IAIMS at Georgetown University Medical tional and international health professionals Center (8) As outlined in this work, new LIS visit thelibrary annually to seeLIS and discuss components will be linked to the IAIMS net- their plans for IAIMS. Considerable time and work. The two systems (LIS and IAIMS) are effort is devoted to sharing knowledge, so becoming almost synonymous. The special others can benefit from Georgetown's experi- IAIMS databases,' mentioned previously in ence, and to monitoring and modifying the this paper, harmoniously link to LIS data- system to achieve the greatest possible excel- bases. Together they are evolving into a use- lence. The activity around the library is exten- ful, decision-support system for medical cen- sive, often more than can be handled com- ter students, researchers, and practitioners fortably, but it is also exciting and personally seeking information for improved patient rewarding. care.

BioSYNTHESIS: Crossing the Bridge Acknowledgments The latest development of the IAIMS project is BioSYNTHESIS, an intelligent remeval The project is partially supported by NIH system. It is an interface system that can Grant No. 5G08LM044392-02 from the Na- retrieve information based on disparate com- tional Library of Medicine. puter systems. (9) Design features of Bio- The authors wish to thank John Stippich for SYNTHESIS include a "robot-like" mecha- developing the macro flow chart of LIS. nism that responds to a user query for bibliographic or factual information by searching the IAIMS databases on whatever computer References they may reside. The IAIMS project uses heterogeneous computers: DEC and AT&T 1. Goldstein, Charles M.. and Richard S. Dick. The minicomputers. Integrated Library System. Version 1.O.NLMNews BioSYNTHESIS finds the most appropriate 35 (no. 9): 1-3 (Sept. 1980). database to retrieve therequested information. 2. Jones, C. Lee, and Deanna B. Marcum. "Inte- The ultimate features of BioSYNTHESIS are, grated Systems: From Library to Campus and for example, toautomatically search protocols Beyond." Bulletin of the Medical Library Associa- on PDQ, also search miniMEDLINE for ar- tion 71 (no. 3): 338-342 (July 1983). ticles and abstracts, and, through a gateway, 3. Goldstein, Charles M. "Integrated Library transmit a message to an external vendor data- Systems." Bulletin of the MedicalLibrary Associa- base for afull-text article. The user only needs tion 71 (no. 3): 308-3 11 (July 1983). toinput the search question and BioSYNTHE- 4. Broering, Naomi C. "The Georgetown Univer- SIS becomes the knowledge user which trav- sity Library Information System (LIS): A Mini- els through the databases seeking the appro- computer-based Integrated Library System." Bul- priate response. letin of the Medical Library Association 71 (no. 3): Design work on BioSYNTHESIS began in 3 17-323 (July 1983). July 1986. By April 1987, a skeletal model 5. Broering, Naomi C. "An Affordable Microcom- was demonstrated to the IAIMS executive puter Library Information System Developed by board members at Georgetown. Architectural Georgetown University." Microcomputers for approaches have been developed as have soft- Information Management 1 (no. 4): 269-283 ware portions for a prototype. This work will (December 1984).

special libraries 6. Broering, Naorni C. "Emergence of an Elec- Bagdoyan. Strategic Planning: IAIMS at Ceor- tronic Library: A Case Study of the Georgetown getown University Medical Center. Washington, University Library Information System." Science D.C.: Dalgren Memorial Library, Georgetown and Technology Libraries 5 (no. 4): 1-10 (1985). University. 1986.

7. Broering, Naomi C. 'The miniMEDLINE SYS- 9. Broering, Naomi C.. Cynl Feng, and Nina W. TEMTM: A Library-based End-User Search Matheson. "Integration Across Institutions: System." Bulletin of the Medical Library Associa- IAIMS Extended." Journal of the American Soci- tion 73 (no. 2): 138-145 (April 1985). ety for Igormation Science 39 (no. 2): 131-134 8. Broering. Naomi C., Pauline Mistry, and Helen (March 1988).

Naomi C. Broering, recipient of the 1987 SLA Professional Award for her work on IAIMS, is director of the Biomedical Infor- mation Resources Center and Medical Center Librarian at Georgetown University in Washington, D.C.

Bonnie Cannard was former associate librarian for computer services of the Medical Center Library at Georgetown University in Washington, D.C. She is now a principal analyst at Information Analysis Inc.

fall 1988 Management: A Bibliometric Study

Unlike most contemporary sciences in Japan, the subject of "Japanese-style management" is special; it evolved out of Japa- nese standard management practices and was recognized and praised outside of Japan. This study, applying the bibliometric method, examines the characteristics of the literature on "Japa- nese-style management" In Western languages and investigates Japanese contributions to the development of this subject. It was found that the literature is a little more scattered than Bradford's law predicts, and that the transferof information about "Japanese- style management" is carried out more by Japanese authors writing in Western languages than by publications issued in Janan.

Introduction on some subject (as identified in some type of bibliography) or of the literature cited by writ- The concept of "Japanese-style manage- ers on some subject. Analyses of bibliographi- ment" is unique in several ways. Unlike most cal data, as Lawani (2) discussed, enable us to contemporary sciences in Japan, this concept describe such characteristics as core authors, has its origin there rather than in the West. It countries of publications, and productive jour- evolved out of standard Japanese management nals of the literature produced in the field, practices. Yet "Japanese-style management" while analyses of citation data give insight into received little acknowledgment in Japan until such characteristics as age of cited publica- it was recognizedand praisedoutside. It is also tion, languages, and who cites whom of the noteworthy in that it has become popular out- literature cited, and presumably used, by reside of Japan in spite of the language barrier, searchers in the field. which often prevents the flow of information Bradford's law of scattering is an important from the country. bibliometric phenomenon that relates to the Bibliometrics is the quantitative analysis of proportional distribution of articles on a given the various features of some body of literature. subject within the total number of journals It is used to identify the pattern of such prop- publishing them. (3) erties as publication, authorship, and citations of the literature in the hope that such regulari- If scientific journals are arranged in order of tiescan givean insight into the dynamics of the decreasing productivity of articles on a given area under consideration. (I) It can be used, subject, they may be divided into a nucleus of for example, to study features of the literature periodicals more particularly devoted to the

314 Copyright o 1988 Special Libraries Association spechi libraries tic concern. For this study, articles were se- In this form, "1" represents the number of lected as relevant if their contents discussed all journals in the nucleus and "a" is a multiplier. or several of these multiple factors; articles The present study used bibliometric meth- which treated only a single factor, e.g., "life- ods to determine how much Japanese authors time employment," were not selected. and Japanese sources have contributed to The bibliographic items found in this way Western literature on "Japanese-style man- were referred to as "fmt- level literature" (8) agement," as well as to study how this litera- on "Japanese-style management." They were ture was scattered over the journals. used to determine the general characteristics Bibliometric studies pertaining to the work of the publications on the subject, to see of Japanese authors havebeen published in the whether the Bradford's law of scattering ap- past. For example, Mushakoji (5) studied the plied to these publications, to examine how Journal of Economics (Keizaigaku Ronshu), interest in the subject spread from just a few in the period 193 1 to 1944, to identify such persons to a much wider population, and to nature of materials as types (books, journals, determine how many Japanese sources and etc.), countries, andlanguages of publications; authors of Japanese descent contribute to the median citation age used by Japanese econo- literature. The literature was sorted by pub- mists; and to show what Japanese economists lished source journal, country of publication, regarded as the important works in economics year of publication, ethnic origin of author, in pre- and mid-war Japan. Haigh (6) also and withlwithout reference. studied the Western influence on the geo- The "second-level literature" is defined as graphical publications of Japan by citation the literature referred (i.e., citation) by the analysis of the Geographical Review of Japan first-level literature. It was used to investigate and six Japanese geographical serials written the nature of the source materials used by in Western languages but published in Japan. authors in the subject field. The citations were Both of these studies dealt with foreign sorted by type of publication, age, country of sources in Japanese journals, but not with publication, language, and ethnic origin of the Japanese sources in Western language jour- author. nals. Otsu's study (7) examined the characteristics of cited Japanese publications selected from the Science CitationIndex and the Social Results: First Level Science Citation Index, and compared the literature in these two areas by such characteris- The search identified 336 articles from 140 tics as publication type, type of institution, journals (periodicals) published in the United contributingJapanese as well as non-Japanese States, United Kingdom, Japan, Canada, Ger- journals, and language of publication. many, the Netherlands, and India in the period 1971 to 1984. Ja~anitself contributed only four journals and 54 articles: about 3% of thk journals and about 15%of the articles. Table 1 indicates the number of articles Methodology published by country and publishing year. The number of published articles on "Japa- Journal articles on "Japanese-style manage- nese-style management" increased substan- ment," published from 1971 to 1984, were tially in 1981, peaked in 1982 and 1983, and drawn from the ABI/INFORM database; a few showed a decline in 1984. That articles on other sources, such as Social Science Citation "Japanese-style management" in Japanese Index, were used to supplement this database. journals increased in 1984 reflects the fact that No clear-cut definition of "Japanese-style the subject received little attention in Japan management" exists. This management style until it was recognized and praised outside of is characterized by a complex of factors, such Japan. fall 1988 315 Table 1. Number of Articles by Country and Publishing Year Country United United Year Total States Kingdom Japan Canada Germany Netherlands India

Total 1984 1983

1982 1981 1980 1979 1978 1977 1976 1975 1974 1973 1972 1971

Table 2 shows that the 336 articles are article each). Following Bradford's law, the scattered over 140 different journals. The data can be divided into three zones, as fol- journals are arranged in descending order of lows: productivity (the most productive journal zone 1: 111 articles in 13 periodicals published 13 papers, the next most productive published 12, and so on to the bottom of the list zone 2: 113 articles in 33 periodicals which shows 76 journals contributing one zone 3: 112 articles in 94 periodicals

Table 2. Bradford Distribution A B Number of Journals Number of Articles AxB

special libraries The multiplier between zone 1 and zone 2 is nationality and education). For the purpose of approximately 2.5, and the multiplier between this study, these authors are defined as "Japa- zone 2 and zone 3 is about 2.8. The literature nese authors." is a little more scattered than Bradford's law Of the 336 articles, only 156, about 46%, predicts. Approximately one-third of the lit- contained bibliographical references to erature is produced by the 13journals of zone sources used by the authors. 1, which constitute only about 9% of the contributed journals. Results: Second Level Table 3'shows the 15 journals which contributed the most articles. The remaining The 156 articles yielded 2,678 citations to articles are scattered over 49 journals. Sev- 1,836 items. The types of publications which enty-six journals contributed one article each these citations were dispersed to include to this topic in the 14 years studied. monographs, journal articles, government In all, 407 authors (9) contributed to the 336 documents, research reports, newspapers, articles. William Ouchi contributed eight serials, dissertations, conference papers, un- times (2% of total); Vladimir Pucik, five times published papers, publications of interna- (1.2%); and Masumi Tsuda, three times (1%). tional organizations, personal communica- Ten authors contributed three times each, 3 1 tions, and others. Table4 shows total citations authors twice each (15.23%), and 298 authors and Japanese source citations by type of pub- wrote only once on the subject (73.22%). lication. Monographs and journal articles are Eighty-three articles (25%) were identified as the two major types: monographs and parts of written by 61 authors (15%) who have Japa- monographs account for 47.7% of the litera- nese ethnic backgrounds based on their sur- ture cited and journal articles contributeabout names (regardlessof other background such as 41%.

Table 3. Journals Contributing Most Articles Order Title of Journals No. of Articles

Columbia Journal of World Business 13 International Management 12 Management Japan 11 Harvard Business Review 10 Industry Week 9 Training & Development Journal 9 Academy of Management Review California Management Review Japanese Economic Studies Management World Advanced Management Journal Fortune Industrial Management Personnel Administrator Technology Review

fall 1988 Table 4. Citations by Type of Publication

Number of %of Total Number %of TYP~ Total Citations Citations Number of Total of Number to to of Japanese Items Source of Japanese Japanese ltems ltems That Are Cited Citations Sources Sources Cited Cited Japanese

Total 2678

Monograph 1111

Journal Article 1080

Part of Monograph 164

Newspaper 78

Government Document 71

Research Report 60

Conference Paper 47

Dissertation 19

Unpublished Paper 16

Personal Communication 9

Serial 9

Pub. of Intem'l Org. 8

Others 6

Publication years of cited materials range It seems that a television program entitled from 1984 back to 1792. Table 5 shows the "If Japan Can, Why Can't We?," produced by citations by year and type of publication. The L. Dobyns and televised as the "NI3C White year most cited was 1981, which was an im- Paper" in June 1980, stimulated awareness portant year for the development of "Japa- about "Japanese-style management" in the nese-style management": Two of the most United States. This may help to explain the cited books, W. G. Ouchi's Theory Z (10) and significant increase in the publications on the R. T. Pascale's The Art of Japanese Manage- subject in the period 1981 to 1983. ment, (1 1) were published, and several of the Some 2,592 of the sources cited (about most cited journal articles, including R. H. 97%)can be identified by country of publica- Hays' "Why Japanese Factories Work," (12) tion: 1961 (about 73%)were published in the S. Wheelwright's "Japan-Where Operations United States, 304 (about 11%)in Japan, 186 are Really Strategic," (13) N. G. Hatvany and (about 7%) in the United Kingdom, 30 (about V. Pucik's "Japanese Management Practices 1 %) in Belgium, 20 (about 1%)in the Nether- and Productivity," (14) and C. G. Burck's lands, and the remaining (about 4%) in Ger- "Working Smarter," (15) also appeared in this many, Canada, France, Hong Kong, Switzer- Year. land, Australia, Italy, Denmark, Sri Lanka,

318 special libraries Table 5. Citations by Year and Type of Publication

Year Tots1 Honogrrph Part Perlodlcal~ Neuapapcr Ccv.Doc. Rea.Papc. Conf. DLsscrt. Unpub. Personal lntcr Serlal~ Orher.

fall 1988 India, Singapore, Sweden, Malaysia, and (53.3%) of monographs and a lower percent- Lebanon. age (26.3%) ofjournal articles. About 45% of The highestcited author is W. G. Ouchi (1 17 all the citations to government publications citations), followedby R. T.Pascale (62),R. E. are accounted for by Japanese government Cole (57), and P. F. Drucker (50). Two addi- publications. tional authors are each cited more than 40 The results of this study clearly indicate that times. The 424 authors who were cited more Japanese language materials were little used than once each (about 32% of the cited au- by non-Japanese authors and suggest that thors) account for 2,124 citations (about 70% language is certainly an impediment to the use of total citations). of Japanese materials. The transfer of infor- Among these cited authors, 221 (16.6%) are mation about "Japanese-style management" identified as Japanese authors. The 685 cita- overseas is carried out more by Japanese au- tions to their works represent about 22% of the thors writing in Western journals than by total citations by author. publications issued in Japan itself. The mechanism of the flow of information from Japan to abroad had been studied little Conclusions before. Yet Japanese achievements in business, industry, and technology have alerted The purpose of this study was threefold: 1) Western countries to the necessity of monitor- to determine Japanese contributions to the ing Japanese information more closely and literature on this subject in Western lan- efficiently. This present study clarifies some guages; 2) to identify whether there are nu- insights into Japanese information usage for clear journals for a new and specialized sub- the development of literature on "Japanese- ject like "Japanese-style management" as style management" and suggests the impedi- Bradford's law indicates; and 3) to investigate ments of use and transfer of Japanese informa- how the flow of information from Japan to tion. It would seem useful to extend a similar overseas countries took place. study in some other fields to clarify further the Contributions of Japanese sources to the use and transfer of Japanese information. first-level literature during the period of 1971 to 1984 are minor; they contributed only about 3% of the journals and 15%of the totalarticles. Acknowledgments About 15% of all the authors, however, are identified as Japanese authors, and they con- The author is grateful to Professor F. W. tributed 25% of all the articles. Lancaster for his comments on an earlier draft The second-level literature revealed a of this paper. somewhat higher amount of contribution by Japanese sources: 304 citations were identified as published in Japan, which consists of References about 11% of the total citations; 221 are identified as Japanese authors of 685 citations- 1. Lawson, Julia, Barbara Kostrewski, and C. Op- they are 16.6% of the total cited authors and penheim. "A Bibliometric Study on aNew Subject their works represent about 22% of the total Field: Energy Analysis." Scientometrics2 (no. 3): citations. 227-237 (1980). Japanese sources, however, are cited much 2. Lawani, S. M. "Bibliometrics: Its Theoretical less than Western sources: 304 citationsto 227 Foundations, Methods and Applications." Libri 31 Japanese publications account for only 11 %of (no. 4): 294-315 (1981). all the citations and 17.8% of total pubIica- tions. Among the 2,678 citations, only 11 3. Ferdinand F. Leirnkuhler discusses inverse rela- (.44%) Japanese language items are cited by tion between the Bradford scattering and distribu- non-Japanese authors'. When Japanese lan- tion in his article: ''The Bradford Distribution." guage items are cited at all, they tend to be Journal of Documentation 23 (no. 3): 204 (1967). cited by Japanese authors. Compared with the total citations, Japanese 4. Bradford, S. C. Documentation. Washington, citations consist of a higher percentage D.C.: Public Affairs Press, 1950. p. 116.

special libraries 5. Mushakoji, Nobukazu. "Citation Analysis: Business Can Meet Japanese Challenge. Reading, Economics-The Journal of Economics (Univer- Mass.: Addison-Wesley. 1981. sity of Tokyo 1931-1944)" Library and Informa- tion Science (16): 49-65 (1978). 11. Pascale, Richard Tanner. The Art of Japanese Management: Applications for American Execu- 6. Haigh. M. J. "Citation Analysis of Foreign tives. New York: Simon & Schuster, 1981. Sources in Japanese Geographical Serials." Scien- tometrics 4 (no. 3): 195-203 (1982). 12. Hays, Robert H. "Why Japanese Factories Work." Harvard Business Review 59 (no. 4): 7. Otsu. Kiyoshi. "Bibliometric Study of Japanese 57-66 (1981). Science and Social Science Publications." Library and Information Science (21): 19-27 (1983). 13. Wheelwright, Steven C. "Japan-Where Op- erations Are Really Strategic." Harvard Business 8. Prabha, C. G.. and F. W. Lancaster. "Compar- Review 59 (no. 4): 67-74 (1981). ing the Scatter of Citing and Cited Literature." Scientometrics 12 (no. 1&2): 17-3 1 (1987). 14. Hatvany, Nina G., and Vladirnir Pucik. "Japa- nese Management Practices and Productivity." 9. If there are more than three authors for an article, Organizational Dynamics 9 (no. 4): 4-21 (1981). all but the fist author are omitted. 15. Burck, Charles G. "Working Smarter." For- 10. Ouchi, William G. Theory Z: How American tune 103 (no. 12): 68-73 (1981).

~achikNoguchi is an assistant Japanese Librarian and assistant professor of library administration at the University of Illinois at Urbana-Champaign. A Mathematical Approach to Branch Library Operations: A Case Study

Joyce Taylor

Tacey Viegas

Eight years of patronage and circulation data were collected at the School of Education at the University of Mississippi to portray the performance of their branch library. Using analyses of multiple regression and double exponential elimination, the authors con- cluded that patronage at the library was highly dependent on the use of reserve and text material. The addition of a juvenile section in 1984 forecasted an increase in circulation which would warrant an improvement and growth in the collection.

Introduction service. (I) Another approach, the Randall's Rationalized Ratios, calculates ratios among THE need for collecting statistics has been the collection size, acquisitions, and loan and cited in a few articles, in order to measure a borrower counts. These ratios were used to library's performance and to point out a few explain guidelines to improve industrial li- changes, if any, in the existing system. The brary operations. (2) MITRE corporation,a federal research center, The Association of Research Libraries has been conducting such studies. One of their (ARL) published their policies and procedures publications lists statistical applications in for reviewing and evaluating branch libraries. library usage, staff size and productivity ratio, ARL states that the analysis of data of a unit's information costs, and different levels of independent collection is essential in order to

322 Copyright Q 1988 Special Libraries Association special libraries improve, maintain, or close a branch library. "Double Exponential Smoothing." (4 J,6) To (3) study the pattern of the data, a plot of Count The School of Education's branch library at versus Months was constructed (figure 1). A the University of Mississippi had been keep- histogram (figure 2) was drawn to depict the ing records since its initiation in July 1977. It circulation in the last 3 years. employed a full-time librarian, a part-time librarian, and 2 of 12 student assistants at all The double exponential elimination analy- times. A collection of about 8,000 was ini- sis employs two alpha values, alpha 1 and tially available to faculty and students, of alpha 2, which range from 0. l to 0.5. The best which about 5,600 were regular text books, values to suit the data had to be determined by 300 recent reserve periodicals, and 100 audio- ma1 and error: The calculated counts of Pa- visuals. An extension was included in fall tronage and Circulation were compared with 1984 to houseabout7,000juvenilebooks. The the actual observed counts of data collected last inventory listed a total collection of about between 1980 and 1985. The best alphavalues 19,000, with 8,000 books in the juvenile sec- were then used to forecast for 1986-87. A tion. BASIC program (figure 3) was designed for Patronage and circulation data were col- this analysis that would forecast for the Sum- lected in order to answer a few questions every mer Juvenile data (see steps F(4) and F(5) on three to five years: lines 100 and 180). The alpha values used were alpha 1 = 0.3 and alpha 2 = 0.4 (see lines a) What were the strengths and weaknesses 15 and 16). of the library in terms of collection? This computer program was used to predict b) Was the library providing adequate stu- the patronage and circulation for the academic dent services? year 1986 to 1987. Patronage scores between c) Did the library support research require- the years 1981182 to 1985186 were used. The ments? circulation count was divided into the reserve, d) Was the branch library a financial bur- text, and juvenile sections, and the individual den to the main library system? scores between the years 1984185 to 1985186 were used.

Method Results

Two statistical packages, Biomedical Data The results of the Multiple Regression Package (BMDP) and Statistical Analysis Analysis are as follows: System (SAS), were used to conduct multiple regression analysis. The data were classified as:

1) Independent variables-Patronage (P) and Circulation (C) 2) Dependent variable+Term (v,Month The library's patronage and circulation (M), and Circulation (C) were enhanced by the large, positive coefficients of the variable "Term" as seen in equa- tion l and 2. The order of contribution was the The variable T was assigned a value of 4 for greatest in Summer. Fall, and Spring and the Summer, 3 for Spring, 2 for Fall, and 1 for the least during the Semester Breaks. The primary Semester Break. The variable M received a use of the library was correlated with the circu- value of 1 for January, 2 for February, 3 for lation of books and other material and not with March, etc. The AMDAHL 470-V8 computer the term or month of the school year. This is was utilized to calculate the coefficients of evidenced by the increase in the r-square value each variable and their correlation. from 0.3555 to 0.7983, as seen in the first and Forecasting measures were obtained by fourth equations. fall 1988 323 Figure 1. Patronage (-f)-O-) and Circulation ( - -0- -0-- ) Trends in the School of Education Library

4000

3000

" 3 -0 E 2000 'C

1000

0 0 12 24 36 48 60 72 84 96 108 Months

The vorticie reference indicates the time of introduction of the Juvenile Section.

Figure 2. Circulation Breakdown in the Last Three Years COUNT SUM 7000

6000

5000

4000

+- 83-84 ---4 84-85 --( 85-86 4 YEAR

Key: (A) Audio-visual; (I) interlibrary Loans; (J) Juvenile; (R) Reserve; fl)Text.

special libraries Figure 3. Computer Program Used to Forecast Data

10 DIM A(5), S1(5), S2(5), B(5), F(5) 15 READ ALI, AL2, A(1) 16 DATA .3, .4, 448 20 FOR T = 2 TO 3 25 PRINT nAL1= .3, AL2= .4 SUMMER JUVn 30 PRINT "TYPE IN ACTUAL VALUE FOR PERIODn; T 40 INPUT A(T) 45 NEXT T 50 PRINT ~PD~;TAB(IO);~ACTUAL";TAB(~O);"S~";TAB(~O);~S~~; 51 PRINT TAB(40); nBn;TAB(50);"F"; 55 SI(1) = A(1) 56 ~2(1) = A(l) 57 F(2) = A(1) 60 PRINT TAB(~);~~~;TAB(~O);A(~);TAB(~~);S~(~);TAB(~O);S~~~) 65 FOR T = 2 TO 3 70 SI(T) = Sl(T-1) + ALI (A(T) - SI(T-1)) 80 S2(T) = S2(T-1) + AL2 * (SI(T) - s~(T-1)) 90 B(T) = S2(T) - S2(T-1) 100 F(T+I) = SI(T) + (SI(T) - S2(T)) + B(T) 110 PRINT T;TAB(~o);A(T);TAB(~O);S~(T);TAB(~~);S~(T); 120 PRINT TAB(~o);B(T);TAB(~o);F(T) 130 NEXT T 140 PRINT TAB(~O);F(~) 145 INPUT A(4) 147 FOR T = 4 TO 5 150 Sl(4) = Sl(3) + ALI * (A(4) - Sl(3)) 160 S2(4) = S2(3) + AL2 * (SI(4) - S2(3)) 170 ~(4)= S2(4) - ~2(3) 180 F(5) = SI(4) + (SI(4) - S2(4)) + B(4) 190 PRINT T;TAB(IO);A(T);TAB(~O);SI(T);TAB(~~);S~(T); 200 PRINT TAB(~O);B(T);TAB(~O);F(T) 210 NEXT T 220 PRINT TAB(50) ;F(5) 230 END $ ENTRY

fall 1988 The plot of Count versus Months (figure 1) the juvenile book section in the library. illustrates an increasing trend in patronage and The histogram (figure 2) portrays a steady circulation on the addition of the juvenile use of the text, reserve, audiovisual, and inter- section in 1984 (indicated by the vertical ref- library loan material, with an increase in use of erence line). Table 1 shows the value of pa- juvenile literature between 1984 to 1986. tronage between 1981/82 to 1985/86 and the Similar treatment of this data forecasted an forecasted values for 1986187. The large pre- increase in use of circulation material, as seen dicted values for 1986 to 1987 are explained in table 2. For example, juvenile counts of by the increase in patronage since 1984. This 215, 237, 265, 356, 513, and 499 between increase is directly related to the addition of 1984 and 1986 forecasted values of 562 and

Table 1. Forecasted Values of Patronage

1986-87 1981-82 1985-86 Forecasted

Summer 1833 1992 2442

Fall 1442 2703 2910

Spring 1340 2352 2896

Break 432 983 1185

alpha 1 = 0.3 and alpha 2 =0.2

Table 2. Forecasted Values of Circulation *

1984-85 1985-86 1986-87 Forecasted Su F Sp B Su F Sp B Su F Sp B

Reserve 688 389 689 173 364 664 358 51 605 683 739 143 581 712 696 183 - 911 869 174 600 681 735 142 416 833 100 610 554 - 854 827

Text 617 413 315 218 435 645 706 254 564 516 560 171 525 413 648 69 - 689 672 149 562 520 563 169 591 434 68 419 375 - 483 688

Juvenile 448 215 155 112 146 356 301 52 166 562 782 25 335 237 271 59 - 513 751 44 99 630 860 10 265 267 34 499 490 - 428 792

alpha 1 and alpha 2 = 0.1 alpha 1 and alpha 2 = 0.1 or 0.2 alpha 1 = 0.3 and alpha 2 = 0.4

Su: Summer; F: Fall; Sp: Spring; 6: Break

'each value represents a monthly count

special libraries 630 for the next two months in Fall 1986B7. References

1. Strain, Paula. "Evaluation by the Numbers." Conclusion Special Libraries 73 (no. 3): 165-172 (July 1982). 2. Randall, Gordon. "Randall's Rationalized The application of multiple regression and Ratios."SpecialLibraries 66 (no. 1): 6-1 1 (January double exponential elimination has been 1975). demonstrated in this case study. The School of 3. "BranchLibraxy in ARL Institutions." Kit no. 99 Education's library was used mainly for SPEC Center, Washington D.C., pp 22 (Nov./Dec. checking out circulation material, as seen by 1983). the strong correlation between circulation (C) and patronage (P). The juvenile, reserve, and 4. Stevenson, William J. "Production/Operations Management." Homewood, Ill.: Richard D. Irwin, text material were the strength of the library's Inc., C3:71-130. 1982. collection, as observed in the collection data and the forecasted results. 5. Wheelwright, Steven C., and Spyros Makridakis. Since the last month of data collection, Forecasting Methodsfor Management. New York: various changes have been made in the univer- John Wiley and Sons, 1980.362 pp. sity library system that support these results. 6. Makridakis, Spyros. and StevenC. Wheelwright. The School of Education evaluated -thepur- Forecmting Methods and Applications. New pose and functions of its library in the summer York: John Wiley and Sons, 1978.717 pp. of 1986. A decision was made to divide the library collection. The text and juvenile material were retained and the reserve, periodic'als, and function of interlibrary loan have since Joyce Taylor is the late librarian of the J. D. been returned to the main library. Explana- Williams Library at the University of Mis- tions for this move were given. The library sissippi. She served the University for 15 was a financial burden and did not adequately years and was in charge of the School of support research in education. On the other Education Library. hand, it provided excellent reading resources for students aiming to be preschool, primary, and secondary school teachers. Acknowledgments Tacey Viegas was a library assistant with the J. D. Williams Library at the University of Mississippi. He is presently a research The data for this case study was provided by scientist with R. P. Scherer Corporation in the late Ms. Joyce Taylor, to whom this article Ann Arbor, Michigan. is dedicated.

fall 1988 Onthe Scene I-

The National Geographic Society and its Library Celebrate 100 Years

Susan Fifer Canby

WHEN young Gilbert H. Grosvenor first reception area as well as a reading room for visited the National Geographic Society's members. headquarters in 1899, the future editor found Greely Polar Collection. The impetus for the small rented half-room "littered with old transforming the dual-purpose reception- magazines, newspapers, and a few books of reading room into a formal library probably records, which constituted the only visible came in March 1918 from General A.W. property of the Society." (I) From these Greely, one of the National Geographic Soci- meager resources evolved the automated li- ety founders. He wrote to Editor Grosvenor, brary that today serves the Society's widening "Advancing age and changed conditions activities for the diffusion of geographic cause me to dispose of my geographic library, knowledge. To commemorate the Society's C1.600 volumes] collected during the past 30 centennial, the following is a history of this years. It is the largest private polar and subpo- venerable facility. lar collection known to me. (3) The very next Hubbard Hall. Although there were men- day, Dr. Grosvenor accepted it; however, the tions as early as 1894 in the National Geo- Greely collection, along with the remainder of graphic Magazine of a library collection, the the Society's library, had to remain temporar- first formal library area was created in 1903 ily in boxes, since the reading room had been when the Society moved to its newly com- given over to Red Cross ladies who were pleted quarters, called Hubbard Hall, at 16th rolling bandages as part of the war effort and and M Streets in Washington, D.C. Deposited storing them in the glass-fronted bookcases. in the cornerstone of Hubbard Hall was a First Librarian. On January 1, 1920, Li- document that read, "The Library is the gift of brarian Kathleen Hargrave set about organiz- Mrs. Gardiner Greene Hubbard, who joins her ing a small research library. By August she children in establishing this memorial to her requested that a large world globe be placed in husband. (2) The library was on the second the reading room to assist library users in floor, approached by a splendid double stair- locating books. The globe was necessary way of marble and later, in 1927, graced with because she had set up a unique geographical paintings of adventureand discovery by N. C. classification scheme. Books were arranged Wyeth. In the great room itself, dominated by "as nearly as possible in the positions of the a huge fireplace of carved Indiana limestone, countries on the map" (4)-the polar regions glass-fronted bookcases lining the circumfer- in the far north and south of the room, and the ence held approximately a thousand books. hemispheres split on the room's east and west The library of that day served as an all-purpose sides. "A trip around the reading room," noted

328 Copyright 62 1988 Special Libraries Association special libraries Miss Hargrave, "was a trip around the world." book-laden, book-burdened room I had ever (5) This distinctive classification system seen." (10) The library was adding more than served as a hallmark of the Society's library 1,000 volumes annually to meet staff research for more than half a century. needs. The pace quickened as the new presi- Going Public. While the library had been dent and editor, Melville Bell Grosvenor, open to members and visitors since 1903,Miss broadened the Society's role to include book Hargrave's cataloging and reorganizing pro- publishing and television. By 1957, the col- vided an occasion officially to open it to the lection numbered 23,000 books and 159 draw- public in November 1920. The varied clien- ers of clippings, overseen by a staff of 12. A tele it attracted enthralled Miss Hargrave: year later, Mr. Grosvenor suggested that the "What a colorful and fascinating library build a collection of the Society's re- procession!..Almost upon arrival from over- search and exploration reports so that they seas were travelers with no other personal could be instantly available to scientistsand to connections in America than their member- the staff. ships in the National Geographic Society so The First Big Move. In 1962, the Board of that they had the Geographic family feeling of Trustees revised the bylaws to establish a new coming home." (6) Early visitors included committee "charged with responsibility for "aviators planning ocean and other long dis- the acquisition and maintenance of a library on tance fligh ts... artists looking for accurate geographic subjects, suitable for the Society's background material for paintings ...army and research, educational, and editorial needs." navy officers and United States consuls read- (11) In response to the pressing needs caused ing about the new countries to which they had by inadequate staffing and shelf space, the been assigned." (7) General Greely, Captain Library Committee took action and moved the Bob Bartlett, Lincoln Ellsworth, Admiral library to the first floor of the old Explorers Richard Byrd, and Alexander Graham Bell Hall in the 16th Street Building. In December were familiar figures. 1964, after more than 40 years in Hubbard Changing of the Guard. Miss Hargrave Hall, the library staff of 20 moved 43,000 resigned in December 1928. She left a book books and racks of file cabinets to the home collection of 14,000 volumes and a staff of they would occupy for the next two decades. five. Among the remaining staff members was Miss Manion Retires. With the move Esther A. Manion, who found herself pro- complete, Miss Manion relinquished her posi- moted to librarian. Miss Manion guided the tion in September 1965 to become librarian library for the next 36 years. emeritus. She spent the next seven years War Years. World War11 saw the library's evaluating and cataloging books in the rare familiar clientele of explorers and travelers book room, identifying 157 items published largely replaced by military and government before 1800; a Ptolemaic atlas printed in Ulm researchers seeking geographical informa- in 1486 was the library's only incunabulum. tion. "Most of the Library's efforts were spent A New Librarian. Virginia Carter Hills in aiding the armed forces, the writers of was named to succeed Miss Manion. The survival manuals, and the compilers of travel library's collection expanded explosively guides for military personnel and strategists," under Mrs. Hills direction, growing at a rate of (8) Miss Manion noted. As many as 2,000 about 3,500 books a year and passing the requests a year came for information related to 60,000 volume mark in 1976. The influx the war effort; the library maintained a sepa- strained the geographical classification sys- rate vertical file for war clippings. Miss tem to the extent that it became difficult to Manion saw profound changes. "World War expand and confusing to use. I1 stimulated interest in foreign counmes and Reorganization. Beginning in January the systematic study of all branches of geogra- 1981, the geographical classification system phy," she wrote, "but it also "marked the end was abandoned and the Library of Congress of the romantic era of exploration." (9) classification system was adopted to conform Bulging at the Seams. A library student with the standard used in most research librar- wrote in 1950, "My first impression upon ies. Simultaneously, the library started to entering the [National Geographic Society] weed its 71,000 volumes to ease the reclassi- library was that it was the most picturesque, fication project. The Clipping Service began to convert its subject headings to machine- WILSONLINE, KIDSNET, WlT'EiXT, and readable format. Communications improved DATATIMES. The Library Committee sup- with a new brochure, the library's monthly ported the purchase of Northwestern newsletter, Gateway toInformation, and regu- University's integrated software (NOTIS), lar orientations to the library. Meanwhile, which enabled the library to automate acquisi- plans for a new M Street building-including tions, cataloging, circulation, and public ac- a new library-were progressing, and Mrs. cess catalog. The library also became a Hills spent much of her time with architects of member of OCLC in 1987. With 1987 came Skidmore, Owings & Merrill. She was intent the customizing of the new online catalog, on keeping the best of the old library while ORBIS (Online Reference and Bibliographic building into the new one ample space for staff Information System), the installation of termi- readers and visitors. nals and printers, and the training of library Change of Command. With the new li- staff in the use of the software. brary planned for the most part, Mrs. Hills Automation's Impact. For the first time, retired in April 1983. She had managed the using ORBIS, staff members gained access to library through a period of transitions while it the library's collections from their offices. As positioned itself for automation. During her a result of automation, interlibrary loans of the tenure as librarian, the staff rose from 20 to 29 National Geographic Society Library rose and the collection grew from 45,000 to 75,000 111% in 1987, and the library's ability to volumes. Susan Fifer Canby was promoted to create bibliographies soared by an average of library director. 100% each year during the first seven years Closed to the Public. Because of the that remote databases replaced manual compi- construction underway on the M Street build- lation. Most important, the library positioned ing, the library was closed in 1983, except for itself to network electronically with other li- staff use, for the first time since officially braries. In an era when no single library can opening to the public in 1920. The map own or store everything, electronic network- library, which for 44 years had been a part of ing will be essential to support the Society's the Cartographic Division, transferred admin- expanding commitment to diffuse geographic istratively to the main library in January 1984. knowledge. New QuarterdNew Image. In August 1984, the long-scattered library with its two Additional Reading miles of shelved books and magazines, thousands of maps, and two-and-a-half miles of For additional information on the history of clipping folders was pulled together in its new the National Geographic Society, readers may facility in the refurbished 16th Street building. wish to consult C. D. B. Bryan's TheNational Public interest in the gracious new quarters Geographic Society: 100 Years of Adventure showed that the library still was a focal point and Discovery, New York: H. N. Abrams. of the Society. The library hosted festive 1987. receptions for the members of the District of Columbia Library Association and local li- References brarians who assisted the Society library with reference and interlibrary loans. New bro- 1. Grosvenor, Gilbert H. "The National Geo- chures for the staff and the public were made graphic Society and its Magazine." National Geo- available. The documentation of this reintro- graphic Magazine Cumulative Index, 1899-1946, duction process won the library the John Cot- 3rd ed. (Washington, D.C.: National Geographic ton Dana Library Public Relations Award of Society. 1948). 59. the American Library Association. Automation at Last. With the '80s came 2. Bell, AlexanderGraharn. Dedication of Hubbard moves toward automation that radically Hall to Gardiner Greene Hubbard, Cornerstone. changed library procedures. The first step was April 26, 1902, National Geographic Society Ar- the MINI MARC system, which allowed the chives. library to translate its catalog records into 3. Letter from A. W. Greely to Gilbert H. machine-readable format. Next came access Grosvenor, March 27, 1918, National Geographic toremote database services, such as DIALOG, Society Archives.

special libraries 4. Frantz, Kathleen Hargrave. "Washington..Our 10. Witon, Mollie K. "Report of a Survey of the City of Charm." Alpha Gamma Delta Quarterly National Geographic Society Library," (January 1933). 1949-1950, Librarian's Office: 8. 5. Ibid. 11. Memo from Mehin Payne to Esther A. Manion, February 9, 1962. National Geographic Society Archives. 7. Ibid. 8. Manion, Esther A. 'The National Geographic Society Library." George Washington University Susan Fifer Canby is library director at the Magazine (Fall 1965): 31. National Geographic Society in Washing- 9. bid. ton, D.C.

fall 1988 LYAssociationFrancaise des Documentalistes et des Bibliot hecaires Specialises

Linda J. Rober

This article is based on a meeting of Septem- Programs, information, continuing education, ber 14, 1987, behveen Marie-Odile Mury, representation, such are the principal aims of ADBS. Throughout France this association president of the Alsatian Chapter of makes every effort to develop ties and ex- L' Association Francaise des Documenralistes changes among information professionals in- et des Bibliothecaires Specialises (ADBS), volved in the handling and dissemination of Jean-Michel Rauzier,former president of the information, to cultivate the knowledge, instal- Alsatian Chapter,and Linda J. Rober, science lation and development of new technologies in information science and in related disciplines, librarian at Oregon State University. Ms. to contribute to the ongoing !raining of docu- Rober was working at the University of Stras- mentalistes and librarians; and to represent bourg Science Library on an exchange pro- them both in the private sector and the public gram at the time. The meeting was held at that domain. (2) library, the Bibliotheque Nationale et Univer- sitaire de Strasbourg, Section des Sciences, ADBS Activities and was supplemented by copious notes, bro- The activities of the ADBS are varied, cho- chures, and diverse information graciously sen to advance the aims of the association. provided by the French participants. There are programs of continuing education, meetings addressing technical innovations, ADBS annual conferences, and activities offered in conjunction with other organizations whose L' Association Francaise des Documentalis- goals are similar. tes et des BibliothecairesSpecialises (ADBS) is the most representative association for in- Continuing Education Program. Continu- formation science professionals in France. It ing education courses last from one to five was created in 1963 with the goal of promoting days; registration fees range from 2,000 francs the profession by developing the exchange of to 7,000 francs ($333.00 to $1,166). A sam- ideas and experience in the national as well as pling of courses detailed in the ADBS catalog international arenas. (I) for 1987-1988 are as follows: Jean-Michel Rauzier, former president of ADBS's Alsatian Chapter, discusses the aims How to Manage the Promotion of of the association in his article "Les Groupes Information Products and Services Regionaux de I'ADBS": Better Informed at Less of a Cost: 332 Copyright 8 1988 Special Libraries Association special libraries Awareness of Analysis of Value Publications How to Charge-back the Cost of Online Searching ADBS publishes both a journal and a Installation of an Information System monthly bulletin. The Documentaliste: Sci- on a Micro ences de l'lnformation, their specialized jour- Mastering MSDOS to Effectively Use nal on information science and technology, is on a Micro intended for all professionals to keep them Knowing How to Use Databases informed of everything concerning the profes- Learning How to Sell Your Information sion and of events occurring in their regions. Service and Its Products There are five issues per year. The journal has been in existence since 1962 and is currently Meetings and Congresses. There are a distributed in 55 countries. ADBS Informa- multitude of opportunities to attend meetings tions, a monthly in-house bulletin, provides organized by ADBS. Members benefit from association information to all ADBS members preferential rates at various meetings, continu- and keeps them informed on the association's ing education courses, and annual congresses leadership and the activitiesand projects of the both in the regions and in Paris. chapters.

Organizational Structure The Alsatian Chapter

ADBS is comprised of commissions, re- The Alsatian Chapter is an active part of the gional chapters, and special interest groups. national association. According to its monthly newsletter of January 1988, for example, there Commissions cover the following issues: were plans for a program and presentation at employment, continuing education, pro- two information centers that together com- fession and qualifications, publications, prise 'The Regional House of Innovation." information techniques, and database us- The presentation was on its activities in the ers. areas of the protection, innovation, and online searching of information and on personalized Regional chapters cover almost every services concerning patents, trademarks, de- region in France: Alsace, Aquitaine, signs, and models. Other chapter-sponsored Auvergne, Bourgogne, Bretagne, Centre, activities included a guided tour of the Medi- Cote-d'Azur-Corse, Ile-de-France sud et cal Branch of the Bibliotheque Nationale et ouest, Langueduc-Roussillon, Pays de Universitaire de Strasbourg, organized by the Loire, Lorraine, Nord-Picardie, Basse- Health Network, and a tour of the Information Normandie, Rhone-Alpes-Grenoble, and and Production Center of the car manufacturer Rhone-Alpes-Lyon. Peugeot, at Mulhouse. Programs aside, the Alsatian Chapter has an Special interest groups represent the effective network of members charged with members' special focuses in the areas of: developing contacts in their own profession as special social actions, agriculture, audio- well as throughout the information industry as visual, legal information, economics, elec- a whole. This network serves to support the tronics/information, science/telecommu- professional development of members, and to nications, medicine/pharmacy/biology, offer tangible solutions to common problems. developing countries, newspapers, social sciences, and transportation/equipment. Commentary from Linda J. Rober

At our meeting of September 14,1987, both members hi^ Dues Mr. Rauzieret Mme. Mury impressedme with their open attitudes toward networking with Dues are 355 frances ($59) per year; 390 other libraries and librarians for the purpose of francs for foreigners. The dues include mem- solidarity and for seeking solutions to com- bership in a chapter and in a special interest mon problems, and their openness to discuss group. fail 1988 with me their frank thoughts on the status of conserver. Nowadays, that has certainly French librarians and docurnentalists. changed. First of all, we reviewed the difference be- ROBER: What kind of school training do tween a "conservateur," a "documentaliste," French special librarians have? Does it re- and a "bibliothecaire." These professionals flect the new roles librarians are playing in differ in the kind of training and diploma they industry? have and by the type of work they do. In RAUZIER: The schools and library insti- France a "documentaliste" has probably the tutes are very much oriented to teaching the highest status, working in private industry or new information technologies. There are six governmental information centers, conduct- different ways a librarian or documentaliste ing database searches and interlibrary loans, can be licensed. and handling the nuts and bolts of information organization and dissemination to a clientele 1. CAFB (Certificat d'aptitude aux fonc- who needs information immediately. They tions de bibliothecaire) is a national di- have earned a diploma that licenses them to do ploma to "sous-bibliothecaires" (library all this, but it is not as high a diploma as that technicians) who have completed a li- earned by "conservateurs." A "conservateur" brary program after theirBac (high school is a librarian of the highest diploma, having diploma). The library technician is then graduated from one of the two national library specialized to work in particular institu- schools and educated in preserving the culture tions, such as a high school library, busi- of civilization. Typically they have an impec- ness library, etc., rather than being spe- cable background in the liberal arts and are cialized to work in a particular subject taught to conserve tradition,just like their title area. says. More and more, however, their training has been encompassing all the more innova- 2. IUT (Institut Universitaire de Tech- tive technologies of information science. nologie) is a more general program of Traditionally, they work in universities. A documentation, intended for librarians "bibliothecaire" has a lesser diploma and is, in and documentalistes who will work in fact, a paraprofessional or library technician, private industry and companies. working in any type of library or information center. 3. DESS (Diplome d'etudes superieures specialisees) is a university program ROBER: What do you think about the trend which awards diplomas in documentation in closures of special libraries? and in information science. RAUZER: There is a contradiction. These closures create fewer employment opportuni- 4. INDT (Institut national des techniques ties for librarians at a time when industry has de la documentation) is a program similar a greater need for information. At first glance, to the DESS above; the differences be- one sees that there is a growth of access to tween the two are minimal. information by computer and that these computer tools diminish the need for librarians- 5. CRDP (Centre Regional de Documen- that perhaps the role of the librarian can be tation Pedagogique) is the program for played by others at various places in the or- documentalistes. In 1986, there were ganization. But this is not true. The role of 1,000 candidates applying for entrance, creating information systems should be done hoping to be chosen for the two positions by the people who are trained in those areas, available in the country that year. who know equally well both the users and the information systems themselves. 6.ENSB (Ecole Nationale Superieure des Bibliothecaires) is a national university ROBER: Is the role of the French special that awards a "license" equivalent to the librarian changing? U.S. master's degree in library science MURY: Indeed. Historically, librarians (MU). There is currently in France what were most nearly archivists, closed off; even the French call "a vertiginous number of their present day title of "conservateur" means candidates for the ENSB diploma."

special libraries In the school establishments, that is, the high between 6.000-7.000 francs monthly. For a schools and the community colleges, librari- master's diploma in information science/ ans and documentalists are recruited if they communications, the average salary is from have a license or professional diploma. In 8,000-9,000 francs monthly, and for INTD these schools there are separate libraries for and DESS graduates, it ranges from the teachers, apart from those for the students. 9,000-10,000 francs. (In 1987, there were 6 francs to the U.S. dollar.) ROBER: Given that librarians are trained As mentioned previously, administrators in these areas, what is their actual status in earn an average of 10,000 francs per month, their own organizations? How are they with the highest 10% earning 16,000 [$2,6661 viewed hierarchically? per month. MURY: Still today, the functions and services provided by librarians areoften viewed in ROBER: What does ADBS think of ties with some industries to be so much "frou-frou." In other special librarians? times of budgetary restraint, the library and the MURY and RAUZIER: Yes, absolutely in librarian are still the first to go. favor! That is one of the major aims of the entire association, and we make every effort to ROBER: What do salaries look like for forge these ties. We do it through networking, French special librarians? through meetings with other organizations, RAUZIER: The most recent official survey through our various publications. Already, the was done by ADBS in 1984 and, just to give ADBS journal, Documentaliste, is distributed you an example, at that time the chief of a in 55 countries ...and growing! department, say, of cataloging or reference or interlibrary loan, was earning 10,000-10,500 References francs ($6004630) per month. Things have not improved much since that time. The high- 1. Organisme de Formation Agree, No. est average salaries are found in the sectors of 11.75.01889.75. insurance, followed by biology, chemistry, 2. Rauzier, Jean-Michel. Information paper, atomic energy, and the environment. In con- "Les Groups Regionaux de 1'ADBS: ...," trast, the lowest average salaries are found in published by the Alsatian Chapter of ADBS, recreation, commerce, publishing, health, June 1986. media, and agriculture. The salary scales normally follow the level of diploma. The lowest salaries are going to graduates of the Linda J. Rober is the library director at the IUT: 30% of them earn less than 6,000 francs Department of Environmental Quality in monthly; although, their salaries fluctuate, as Portland, Oregon. do those of the CAFB graduates who earn

fall 1988 SLA 1988 Triennial Salary Survey Draft Report

Tobi Brimsek Director, Research & Information Resources

The Special Libraries Association conducts type, and job titles. Questionnaires were an in-depth salary survey of its members every mailed to members and associate members in three years. During the intervening years, the April 1988. Of the 10,475 questionnaires Association surveys a random sampling of mailed, 4,089 surveys were returned, provid- members to obtain statistically valid data. The ing a response rate of 39%. objective of the survey is to collect and dis- Thecompleteresultsof the 1988 survey will seminate salary data for use by employers, appear as a separate publication entitled SLA employees, students, and guidance counsel- Triennial Salary Survey 1989. This article ors. It allows SLA members to compare their presents some of the preliminary data which salaries with those of their peers. The survey we hope that SLA members, their employers, results provide salary data applicable to spe- and the library and information community cial librarians and information specialists in a will find useful. broad specuum of work environments. Table 1 reports the changes in mean and The comprehensive 1988 survey, as in the median salaries from April 1,1987, to April I, past, includes data on library budget, industry 1988, within the United States Census Divi-

Table 1. 1988 Mean and Median Salaries by Census Division in Rank Order of Percentage Change in Median from 1987 to 1988

Median Mean Census % of % of Division Increase 1987 Increase 1988

New England 24.9 Pacific 15.8 East North Central 14.9 Mountain 14.7 Middle Atlantic 13.3 West South Central 11.1 South Atlantic 9.3 West North Central 6.4 Canada* 5.5 East South Central 4.0 Overall United States 17.4

'Salaries reported in Canadian dollars. The exchange rate on April 1, 1988, was approximately Canadian $1.23=United States $1.00. On April 1, 1987, the rate was approximately Canadian $1.30=United States $1.00.

336 Copyright O 1988 Special Libraries Association special libraries Table 2. Salary Distribution by Census Division in Rank Order of 1988 Median

Average Average No. of 1987 Rank Census Lowest 25th 75th Highest Respon- by Median Division 10% Percentile Median Percentile 10% Mean dents -. - - Canada' Middle Atlantic Pacific New England South Atlantic E. North Central W. South Central E. South Central Mountain W. North Central Overall U.S.

'See note to Table 1.

Table 3. Salary Distribution by SLA Canadian Chapter in Rank Order of 1988 Median*

Chapter Median Mean No. of Respondents

Western Canada 37,413 38,297 92 Toronto 35,000 36,747 190 Eastern Canada 34,331 37,247 116

'See note to Table 1.

fall 1988 sions and Canada. The table presents the Salary Distribution by Number of changes both in dollar amounts and in percent- Clerical Employees Supervised for ages. Men and Women The survey indicates increases in median Salary Distribution by Education Level: salaries from 4% up to 24.9%. The medlan Highest Subject Degree salary in dollars ranges from $27,814 in the Salary Distribution by Education Level: West North Central Region to $34,000 both in Highest Library Science Degree the Middle Atlantic and Pacific Regions. The Salary Distribution by Highest Subject median salary for Canada, reported in Cana- Degree Within Type of Institution dian dollars, is $35,900. Salary Distribution by Highest Library Table 2 lists the salary distribution in rank Science Degree Within Type of order of medlan salaries for Canada and the Institution nine United States Census Divisions. In Salary Distribution by Subject Field in comparing rankings with the 1987 update, the Which Respondents Hold Degrees in top three regions remain Canada, the Middle Rank Order of Median Salary Atlantic, and the Pacific. The New England Salary Distribution by Subject Field in region showed the greatest change in moving Which Respondents Hold Degrees up five positions. Within Type of Institution Table 3 lists the salary distribution in rank Salary Distribution by Years of Other order of median salaries for SLA's Canadian Professional Experience chapters. As this is the first year that these data Salary Distribution by Years of Library can be presented by chapter, no comparative Experience data are available. Salary Distribution by Total Years of These data represent a preliminary report Professional Experience from the 1988 salary survey. In addition to Salary Distribution by Total Years of historical and comparative data, the full sur- Professional Experience for Men and vey will includecoverage of salary in conjunc- Women tion with a wide variety of variables in ap- Salary Distribution by Years With proximately 70 pages of U.S. and Canadian Present Employer charts including:- Salary Distribution by Number of ~mployers Salary Distribution by Sex Distribution of Respondents by Race and Change in Earnings by Sex Minority Group Categories Salary Distribution by Census Division Age Distribution of Respondents Salary Distribution by Type of Institu- Salary Distribution by Age Group tion Ranked in Order of Median Salary Employment Status, April 1, 1987- Salary Distribution by Primary Responsi- April 1, 1988 bility in Rank Order of Median Salary Salary Distribution by Job Title Salary Distribution by Organizational Salary Distribution by Job Title Within Entity Census Divisions/Regions Salary Distribution by Primary Respon- Salary Distribution by Job Title for Men sibility Within Type of Institution and Women Salary Distribution by Number of Salary Distribution by Budget Range Employees Supervised Salary Distribution by Budget Range Salary Distribution by Number of With Organizational Entity Professional Employees Supervised Salary Distribution by Budget Range Salary Distribution by Number of Within Type of Institution Technical Em~loveesSunervised Salary ~istribut~onby umber of Clerical Employees Supervised Salary Distribution by Number of Professional Employees Supervised for The SLA Triennial Salary Survey 1989 Men and Women will be available from the Special Libraries Salary Distribution by Number of Association Order Department for $25.00. Technical Employees Supervised for Men and Women

special libraries Actions of the Board of Directors June 10 -11 and 17, I988

TheSLABoard ofDirectorsmet at the Marriott City reviewed a revised Investment Policy that had been Center in Denver, Colo.,June 10-11 and 17,1988, adopted in principle at the 1988 Winter Meeting. as part of the activities of the Association's 79th Following review of the 1987 audited financial Annual Conference. Actions taken and reports of statements, the Board received a report on the note are summarized below. distribution of surplus inwme from 1987. A total of $109,010 was distributed as follows: Association Election-The Tellers Committee reported the results of the Association's mail ballot election. The newly elected officers are as follows: $10.000-Task Force on the Perception of the Muriel B. Regan, President-Elect; Catherine A. Information Professional Jones, Treasurer; Marlene Tebo, Chapter Cabinet Chair-Elect; Beth Paskoff, Division Cabinet Chair- $15,000-Executive Development Academy Elect; Ann W. Talwtt, Director; and Gloria Zam- ora, Director. James B. Tchobanoff was elected $42,005--General Reserve Fund Secretary to the Board. $25,203-Building Reserve Fund Scholarship RecipientsThe Scholarship Com- mittee revorted the names of the reci~ientsof SLA scholarships and stipends. Debra ~a~ Barnes and $1 6.802Special Programs Fund Christopher Fomey received SLA Scholarships. Carrie Robinson and Jacquelyn Cenacveira re- Long-Range Plan Renamed-Prior to its sched- ceived the Positive Action Committee for Minority uled meeting, the Board gathered to discuss the Groups Stipends. Beth Paskoff received the Ple- Association's Long-Range Plan and the goals and num Scholarship. objectives of the plan. In session, the Board later approved a new mission statement for the plan and FBI Library Awareness Program-The Board renamed the Long-Range Planning Committee the of Directors voted to oppose the activity of the FBI Strategic Planning Committee. The new mission Library Awareness Program. The official policy of the Association now states: statement reads as follows:

The Association reconfirms its endorsement of the 'Ihe mission of !he Special Libraries Association is rights of users to have access to information and the to advance the role of its members in putting knowl- protection of the confidentiality of library records edge to work thus taking a leadership role in shap- maintained by public institutions. ing the destiny of our Information Society.

The Association maintains that no individual, in- Caucus Guidelines Approved-The Board heard cluding groups of individuals, has the right to re- the final report of the Special Committee on Asso- strict the use of public resources in such a way as to ciation Structure and approved, in concept, the deprive one's access to needed and appropriate "Guidelines for Caucuses." Included in the guide- information. lines was the definition of a caucus: "an informal 'Ihe Association opposes the activities of the FBI group within SLA intended to serve as a focus for Library Awareness Program. the interaction of members who share a common interest not covered by any Association Division or Financial Matters-The Board approved a revi- Committee." sion to the existing Gifts and Bequests Policy and Caucuses must be made up of a minimum of 15 adopted a Gifts-in-Kind Policy. The Board also members and will be led by a convener. Caucuses fall 1988 willbe authorized for aperiodof up to two years and provided by the Association's chapters. The Board must be reauthorized at the end of two years. A $6 approved the new policy and guidelines for the fee was established for membership in caucuses. service which was established by the Association in Authorized caucuses willbe listed in the Specidist 1956. to inform the membership and to enable all who are The Board reauthorized the Special Committee interested to join. An "Informal Checklist for on Retired Members' Activities. Forming a Caucus" is available to assist those individuals interested in establishing such a group. Conferences and Meetings-TheBoard approved the city of Seattle, Washington, as the site of the Research Committee Established-Following a 1997 Annual Conference. lengthy report from the Special Committee on Association staff receivednotice from the Shera- Research, the Board approved the establishment of ton Palace Hotel in San Francisco, site of the 1989 a Standing Committee on Research. TheBoard also Winter Meeting, that a full-scale renovation of the acted on several additional recommendations in- hotel would begin in January 1989. Due to the cluded in the rewrt. The Board amroved, in inconvenience this would cause, the Board author- concept, the reskarch program; k-thcted the ized the Executive Director to select and enter into Committee on Committees to recommend a charee" a contract with another hotel to host the Winter and composition for the Research Committee to the Meeting in San Francisco. Board at the Fall Meeting; charged the committee Connie Kelley was appointed chair and Harold with the responsibility to review and recommend Miller was appointed deputy chair of the 1990 recipients for the Special Programs Fund Grant; al- Annual Conference Committee. Committee mem- located the remaining funds from the Special bers are Nick Mercury, Esther Home, and Susan Committee into a newly established subsidiary Hill. fund for research; and disbanded the Special Com- Professional Development-The Board heard a mittee on Research. The Board expressed its appre- report on the Employment Referral Service. Asso- ciation to the Special Committee for its work. ciation members will receive details on the service in amailing later this year. Introductory fees for the Association Office Operations Committee servicewill be $50 (member) for ask-month listing Upon the recommendation of the Association Of- for individuals seeking employment and $150 for a fice ODerations Committee (AOOC), the Board one-month posting for employers seeking appli- approvkd anew job description andevaluationform cants. for the Executive Director and changed the wsition TheBoard also heardprogressreports onboth the kom a grade 10 to unclassified. The ~okdalso State-of-the-& Institute and Executive Develop- approved a new three-year contract for the Execu- ment Academy. The Institute is planned for Octo- tive Director which was signed at the meeting. ber 17-19 in Washington, D.C., and is entitled The Board also heard a report on the costs of an as "Global Ties Through Information." The Execu- 800 telephone line requested. Total costs of the tive Development Academy will be offered March be 800 line would approximately $85,000 per year. 5-11, 1989, in conjunction with Carnegie Mellon No further action was taken by the Board. University in Pittsburgh, Pennsylvania. The regis- An Emergency Spending Policy was also ap- tration fee for the Academy will be reduced by proved by the Board which allows the Executive $1.000 to $2,600 due to the allocation approved by Director to spend up to $30,000 for emergency the Board from the 1987 surplus. Information on repairs to the Association headquarters. In cases both educational events is available from the Pro- where the Executive Director must take action. the fessional Growth Section. President or President-Elect must be notified and The Professional Development Committee also the emergency repairs will be funded by the Build- presented the final draft of SLA's Graduate Educa- ing Reserve Fund. The policy was prompted by an tion Position Statement to the Board for its ap- emergency involving the headquarter's air condi- proval. The statement discusses five subject areas tioning system which required immediate action to which are key elements in the education of special repair the system. librarians. The Board approved the statement. Committees-The Board approved new charges for the Positive Action Program for Minority Groups and the Publisher Relations committees to Publishing Services--Included in the report on reflect changes in the assignments of those commit- SLA's Publishing Services Section was informa- tees. tion on the publication of Tools of the Profession, Consultation Committee Chair Ellen Steininger suggested readings compiled from SLA divisions. Kuner presented a revised policy statement and The book is now available from SLA's Order De- guidelines for the Consultation Service which is partment.

special libraries The Board also approved a Resolution on Serials The Publishing Division contributed Pricing in which the Association "encourages seri- $1,000 to the Ron Coplen Leadership Address als publishers. both foreign and domestic, to mod- Fund. erate price increases for their publications in order - The Library Management Division to maintain their markets and the availability of contributed $1,000 to the Task Force on the information published in scholarly scientific and Image of the Information Professional. technical series." The Environmental Information and Natural Resources divisions are planning a Chapter and Division News--Chapter and divi- merger. sion news was as follows:

The South Atlantic Chapter has changed its name to the-~eor~iaChapter. The Aerospace Division received a Next Meeting-The Fall Meeting of the Board of loan of $3,750, which is to be repaidby June 30, Directors will be held October 2621,1988, at the 1989. at 6% interest. Association office in Washington, D.C.

fall 1988 institutions have not yet adjusted to the fact Reviews that most workers no longer have a spouse at home to takecareof family matters. Until such adjustments are made, two-earner couples and employed single parents will face difficulties in combining family life and work life." The plight of single mothers is evident in the statistics. Single mothers and their minor children experience a 73% decline in standard of living The American Woman, 1987-88, edited by in the first year after divorce, while their hus- Sara E. Rix for the Women's Research and bands experience a 42% rise. However, not all Education Institute of the Congressional Cau- is deteriorating for women. Cherlin cites the cus for Women's Issues. New York: W.W. significant improvement in the standard of Norton & Company, 1987. 350 pp. ISBN living for older women. 0-393-30388-8. $7.95. The chapter on women and the economy repeats some information from the chapter on women and the family. However, without being redundant, we are reminded of the inter- The publication of this book marks the 10th dependency of issues of family and economy. year of the Congressional Caucus for Author Nancy Barrett, professor of economics Women's Issues. It is the exciting first of what at American University, discusses the wage the authors hope to be an annual publication. If gap, displaced homemakers, trends in succeeding volumes are as well researched, women's employment, and child care. It is a The American Woman could be the World mistake, she says, to dismiss the events taking Almanac for facts on women in the U.S., place in women's working lives with the ad- serving legislators, public policymakers, and age: "Women have always worked." The scholars. I envision the current volume being typical women's work patterns have been as commonplace as the World Almanac on dramatically altered and, therefore, many reference shelves and older volumes being societal attitudes have been rendered obsolete. used as an important historical tool. The research in the book is meticulously The American Woman includes in-depth documented. It is well indexed, which is chapters on the history of women in 20th important, as it is unlikely that this book will century America, women and the family and be read cover to cover. A librarian or re- economy, and the women's movement. There searcher will be using The American Woman are brief chapters on "Women in Business," to retrieve specific information and data on a Women in Sports," "Women in Science, particular aspect of women. "Women in Higher Education," and "Women Thirty-nine tables and figures of data per- in Theatre," among others. taining to women are presented in the appen- A year in review for 1986 includes high- dix. Keep in mind that, like the World Alma- lights of the year in terms of women: March nac, the data presented is a year or two behind 4-the introduction of H.R. 4300, the Parental the date of publication. There is a description and Medical Leave Act of 1986, by U.S. Rep. of each table preceding the appendix, as the William Clay and U.S. Rep. Patricia Schroe- editor has anticipated that it is hard to grasp the der; June 19-The New York Times decides content of each table quickly. Tables include that Ms. is fit to print. such topics as "Proportion of Female Workers The chapter on women and the family is in Selected Occupations, 1975 and 1985." excellent and timely. Author Andrew Cherlin, (Librarians were 81.1% female in 1975 and professor of sociology at Johns Hopkins Uni- 87% female in 1985.) versity, points out that combining work and This first volume has chapters on Black family life has becomea central family issueof women and Hispanic women. I hope that fu- the 1980s. There will not be a return to the ture editions of The American Woman will days when most married women stayed home, include chapters on Asian and Southeast and this has important implications for public Asian women. Asian groups are having policy. Cherlin states that "our economic enormous cultural and economic impact in

special libraries many areas of the country. It will be important on mission and role statements, chapter 5, is to examine the women's issues in the Asian only three-and-a-half-pages long. Further communities. development of the concepts presented through analysis and examples would add a Carol Taylor great deal as would fuller treatment of basic Technical Research Assistant marketing concepts; many are defined and Williams, Trine, Greenstein & described sketchily and other appropriate Griffith, P.C. concepts such as market segmentation, which Boulder, Colorado is helpful in understanding target audiences, are not covered at all. MarketingIPlanning Library and Although the book is directed to librarians in Information Services, by Darleen E. Wein- all types of libraries and to library entrepre- gand. Littleton, Colo.: Libraries Unlimited, neurs, textual emphasis is on public libraries. 1987.152 pp. ISBN 0-87287-51W. $23.50, Special libraries and information centers and U.S.; $28.00, elsewhere. information entrepreneurs receive attention primarily via "Scenarios for Further Although planning is becoming established Thought" These are brief scenarios of library in library management, the marketing ap- planning situations at the end of each chapter proach is a subject of sometimes hot, philo- where the reader is invited to apply the con- sophical debate. Nevertheless, marketing cepts outlined in the chapter. concepts can be related to traditional library The book's chief value is as a simple intro- planning techniques, such as community ductory text on the marketinglstrategic plan- analysis or needs assessment, and can provide ning process. Those interested in applying the valuable insights into the planning and design process to specific situations need to expand of library programs and services. on the information presented here with further Weingand presents the marketing approach research and reading in both marketing- to planning as a strategic management tool Kotler is helpful here-and in planning pro- which can be used in a variety of library and grams and services in specific librarylinfor- information service settings. The book is mation service contexts. divided into two major sections. The first provides background with discussions of the Elin B. Christianson nature of marketing, the philosophy of plan- Library/Information Services ning, and the integration of the two into a Consultant single process. The second section is oriented Hobart, Indiana toward implementation of the marketinglplan- ning process and covers creation of a planning Strategic Marketing for Libraries: A team, determination of mission and role state- Handbook, by Elizabeth J. Wood with assis- ments, the marketing audit, goal setting, prod- tance from Victoria L. Young. (Greenwood uct analysis and design, costs, objectives, dis- Library Management Collection), New York: tribution, promotion, implementation strate- Greenwood Press, 1988. 240 pp. ISBN gies, and evaluation. A good bibliography on 0-313-24405-7. $37.95. planning and marketing for libraries com- pletes the book. The title of this book straddles its two parts Weingand draws heavily on Philip Kotler's very nicely. One half of the volume is about Marketing for Nonprofit Organizations (2d marketing theory and its applications to li- ed., Prentice-Hall, 1982), the recently revised brary management. The other half is about Planning & Role Setting for Public Libraries strategic planning, as a method of library by Charles R. McClure et al. (American Li- management, and the role of marketing theory brary Assn., 1987), and the author's The in such planning. Strategic Marketing for Organic Public Library (Libraries Unlimited, Libraries says it all. 1984) and integrates the three into the market- Marketing theory goes beyond promotion inglplanning approach of the present volume. and public relations. When the literature is Unfortunately, Weingand does not go much synthesized and applied to library manage- beyond this integration. For example, the text ment, a number of useful concepts emerge fall 1988 which will assist management in choosing the handbook formalizes plans and activities, most appropriate target for a library to pursue. which any good manager would arrive at, Which marketing opportunities are being without necessarily tagging them with man- missed in the library's familiar environment? agement labels. Many of the ideas presented Which segment of current patrons is being are simply common sense. overlooked? Which segment of non-users is Take the term"product development," for most likely to respond to a new service? instance. In the management field this might Marketing a library centers on serving clients' range from a new package for an old product to information needs. Continuity of strategic a new form (liquid rather than powder) or planning is as good a methodas any for achiev- perhaps an entirely new concept (frozen yo- ing the aims of the library. Both rest firmly on gurt as well as frozen pudding). For an aca- a broad statement of purpose, the mission demic library a seminar on the use of the online which the library proposes to fulfill. The catalog might be a new product for current authors have summarized the management users. In a public library a lecture by a popular literature in these two specialized aspects, authormight delight theclients whobornow all clarified the terminology, pinpointed the non- his books and might extend their interest. For profit elements, and dovetailed the two proc- a special library a new service such as online esses with library examples, graphs, and searching might be installed to draw out new tables. users as well as old ones. This is a simple The book is conceived as a handbook and example of how Strategic Marketing for Li- one of its most useful elements is the careful braries presents its ideas, and it illustrates both attempt to translate management terms Cjar- the clarification of terms that the book offers gon) into words that pin down their real mean- and the fact that, however formally desig- ing, in brackets, while using them in their nated, you knew it all the time. proper places in the management design. Bibliographic support for the carefully pro- Those of us who read a good deal of the gramed chapters is extensive and overlapping. management literature often find that these The body of literature being discussed is lim- terms (which are sometimes used carelessly or ited, and certain texts which are broad enough interchangeably) tend to slide around and to underwrite nearly every chapter reappear in develop static, rather like a fading radio sta- most of the bibliographies. The bibliographic tion. In this book their meaning in context is essay, however, seems unaccountably trun- very clear and repeatedly clarified. Every cated. It selects only one or two aspects on section begins with a definition. which to comment. The planning documents The orthodox method for writing an article, in the appendix, on the other hand, are well a thesis, or a book is to begin with an outline worth studying as examples of the thesis of the and to proceed by filling out the headings. book. From one point of view this handbook is an This handbook on planning and marketing extended outline which has been elaborated is recommended as a guide for library manag- into increasingly specific indentations. The ers in academic, public, and special libraries, more impom& of these have subsequently large or small, who are groping for effective been expanded into chapters and cross-refer- methods of outreach to their constituencies. enced until the book presents a total frame- There are not many volumes which address work for library management planning which these aspects of management so thoroughly or incorporates marketing segments to imple- so lucidly. ment the stated goals. This foxmat need not be accepted altogether as a rigid formula, but it can be very useful as a guide in identifying M.A. Flower opportunities for growth and markers for Consultant achievement of a library's objectives. One Health Sciences Library observation is perhaps important to make, Services however. Like most management theory, this Kingston, Ontario

special libraries Information for Contributors For eech proposed paper, one orlginal md three copies (in English only) should be mailed to the Edltor. Special Libraries, 1700 Eighteenth Street, N.W., Oenerd Information Washington, D.C. 20008. Tha manuscript should be mailed flat in an envelope of euiteble size. Graphic Special Libraries publishes materiel on new end mrterials should be submined with appropriate card- developing areas of librarianship end information board backing or other stiffening materials. tcchnolo~y.Informetive papers on the edministretion. Style. Follow a good general style manual. The organizetion and operation of special libraries and University of Chicago Press Manual of Styk is appro- information centers end reports of research in librer- priate. ienship, documentation. education. end information science and technology ere eppropriatecontributions. Format. All contributions should be typewritten on Contributions ere solicited from both members end white peper on one side only. leaving 1.26 inches (or nonmembers. Papers are accepted with the under- 3 cm) of space around all margins of standard, Iet- atending that they have not been published else- tersire (8.5 in. x 11 in.) peper. Double epecing must where. Special Libraries employs e reviewing be used throughout, including the title page, tables. procedure.When reviewers' comments have been re- legends, and raferences. The firat page of the men- ceived, authors will be notified of acceptance, rejec- uscript should carry both the first mdlast names of tion, or need for revision of their manuscripts. The ell authors, the institutions or organizetions with review procedure will usuelly require a minimum of which the authors were offilieted at the tima the work eight weeks. was done (present affiliation, if different, should be Typos of Contributions. Three types of original noted in a footnote). end a notation 8s to which author contributions are considered for publication: full- should receive the galleys for proofreeding. All suc- length articles, brief reports, end letters to the editor. ceeding pages should carry the number of the page New monographs end significant report publication8 in the upper right-hand corner. relating specificelly to library end information science Title. Begin the title with e word useful in indexing rre considered for critical review. Annotations of the mdinformation retrieval. The title should be as brief, periodical literature 8s well as annotations of new specific, and descriptive es possible. monographs and reports ere published-especielly thoaa with perticuler pertinence to special libraries Abstract. An informative abstract of 100 words or mdinformation centers. Articles of special relevance less must be included for full-length articles. The ab- may be reprinted occesionelly from other publice- stract should amplify the title but should not repeat tions. the title or phrases in it. Qualifying words for terms Full-lengtharticles may range in length from about used in the title may be used. However, the abstract 1.000 words to a maximum of 5,000 words (up to 20 should be complete in itself without reference to the pages of manuscript typed end double spaced). Re- peper or the literature cited. The abstract should be ports will usually be less than 1,000 words in length typed with double spacing on e seperete sheet. (up to 4 pages of manuscript, typed end double Acknowledgments. Credits for financial support, #paced). for materiels end technical assistance or advice may be cited in e section heeded "Acknowledgments," Instructions for Contributors which should appear at the end of the text. General use of footnotes in the text should be avoided. Manuscripts Illustrations. Finished artwork must be submitted to Special Librwies. Follow the style in current issues for layout and type feces in tables and figures. A table Orgenize your material carefully, putting the signif- or figure should be constructed so as to be completely icance of your peper or a statement of the problem intelligible without further reference to tho tea. fint, end supporting details end arguments second. Lengthy tabulations of essentially similar date should Make sure that the significance of your peper will be be avoided. apparent to readers outside your immediate field of Figures should be lettered in lndie ink. Charts drawn Interest. Avoid overly specialized jargon. Readers will in India ink should be so executed throughout. with skip lpaper which they do not understand. no typewritten materiel included. Letters and numbers Provide e title of one or two lines of up to 26 cher- appearing in figures should be distinct and large acters plus spaces per line. Write a brief euthor note. enough so thet no character will be less then 2 mm and include position title end address. In the author high after reduction. A line 0.4 mm wide reproduces note, include information concerning meetings, sym- satiafectorily when reduced by onehalf. Most figures posia. etc., where the paper may have been presented should be reducible to 16 picas (2.48 in.) in width. orally. Submit recent glossy black-and-white phote Graphs, charts, end photographs should be given con- ~rephsof the authors, if you wish. secutive figure numbers es they will appear In the Insert subheads at appropriate places in the text, text. Figure numbers and legends should not appear rvereging about one subhead for eech two menu- as pert of the figure. but should be typed double uript pages. Keep the subheads short (up to 36 cher- spaced on 8 seperete sheet of paper. Each figure actors plus spaces). Do not use more then one degrw shoud be marked lightly on the beck with the flgurr of subheads in en article. Provide e summery at the number, author's name, complete eddress, end short- end of the article. ened title of the peper.

fall 1988 For figures, the originals with three clearly legible References to books should be in the order: authors. reproductions (to be sent to reviewers) should accom title. city, publisher. year, pagination. pany the manuscript. In the care of photographs, four glossy printa are required, preferably 8 in. x 10 in. Brown, Abel. Information at Work. New York. Abr, cadabra Press, 1909. 248p. References and Notes. Numbor all references to Andrei, M. et al. The History of Athens. The History the literature and notes in a single sequence in the of Ancient Greece, 10v. New York, Hamood Preaa, order in which they are cited in the text. Cite all ref- 1850. erences and notes but do not insert reference num bers in titles or abstracts. Samples of references to other types of publications follow.

Accuracy and adequacy of the references are the Chisholm. L. J. / "Units of Weights and Measure." responsibility of the author. Therefore, literature cited National Bureau of Standards. Misc. Publ. 286. should be checked carefully with the original publi- C13.10:286. 1967. cstions. References to personal Imers, abstracts of Whitney, Eli (to Assignee), U.S. patent numbor oral reports, and other unedited material may be in- (date). cluded. However, the author should secure approval, in writing, from anyone cited as a source of an un- Editing. Manuscripts are edited primarily to im published work. Be sure to provide full details on how prove the effectiveness of communication between such material may be obtained by others. authors and readers. The most important goal is to References to periodicals should be in the order: eliminate ambiguities. In addition, improved sentence authors, article title, unabbreviated journal name. vol- structure often permits the readers to absorb salient ume number, issue number, inclusive pagination, and ideas more readily. It extensive editing is indicated by date of publication. reviewers, with consequent possibility of altered meanings, manuscripts are returned to the author for correction and approval before type is set. Authors Smith. John and Virginia Dare. "Special Librarian- can make additional changes at this stage without ship in Action." Special Libraries 59 (no. 10): 124 1- incurring any printers' charges. 1243 (Dec 1968). Proofs. Authors receive galley proofs with a max- Smith, John J. "The Library of Tomorrow." In Pre imum fiveday allowance for corrections. One set of ceedings of the 34th Session, International Librer- galley proofs or an equivalent is provided for each iea Institute, city, year. 2v. city, press, year paper. Corrections must be marked on the galley. not published. on the manuscript. At this stage authors must keep Featherly, W. "Steps in Preparing a Metrification alterations to a minimum; extensive author alterations Program in s Company." ASME Paper 72-DE-12pra will be charged to the author. Extensive alterations rented at the Design Engineering Conference and may also delay publication by several issues of the Show, Chicago, Ill.,May 8-1 1, 1972. journal.

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An invaluable research tool for scientists, technicians, business people, students, Applied and Ilbrarlans,. . Applied Science & Technology Index is a subject index 10339 key Science & periodicals in technology and the applied sciences, covering: Aeronautics & Space Science. Atmospheric Sciences Technology Chemistry. Computer Science & Technology Industry Electronics .Energy Resources & Development Engineering Fire Prevention Food Industry Geology Index .Machinery Marine Technology & "An up-to-date source of Science Mathematics. Metallurgy & Metal Working scientific and technical Mineralogy .Petroleum and Gas .Physics .Plastics information for general science Robotics. Semiconductor Technology Telecommunications and technology collections. " Textile Industry Transportation. -AMERICAN Availability REFERENCE^^^^ In Print: Eleven monthly Issues cumulated quarterly; annual cumulative volume. Retrospectwe coverage from 1958 to date; sold on the service basis (periodical budget). Online & CD-ROM: Coverage form 10183. CD-ROM annual subscription $1,495.

Biological & Broad in scope and comprehens~vein coverage, B~ological&A~ricultural lndex offers complete, accurate, and timely coverage of 353 key English-language Agriculf ura/ periodicals in such areas of the life sciences as: .Agriculture Agricultural Chemicals, Economics. Engineering & Research .Animal Husbandry Biochemistry Index Biology Botany. Cytology. Ecology Entomology. Environmental Science Food Science Forestry Genetlcs . Horticulture Marine Biology & Limnology "Excellent... should be found on .Microbiology .Nutrition Physiology Plant Pathology. Soil Science. Veterinary the shelves of all public, college, Medicine. Zoology. and university libraries. " Availability -AMERIC~~&!~~~~~~In Print: Eleven monthly Issues cumulated quarterly: annual cumulative volume. Retrospective coverage form 1964 to date; sold on the servlce basis (periodical budget). Online & CD-ROM: Coverage from 7183. Not currently available in CD-ROM format.

A single-alphabet index of 108 English-language science periodicals, General General Science lndex is the ideal source for non-specialist researchers seeking information on a wide var~etyof scientific topics. The disciplines covered include: Anthropology Science & Archaeology Astronomy & Space .Atmospheric Science Biology Botany Computers. Chemistry. Earth Science Ecology Environment and Conservation lndex Food and Nutrition .Genetics .History of Sclence Mathematics Medicine & Chosen by the RASD's Health. Microbiology Nursmg * Oceanography Physics Physiology Zoology. Reference Committee as Availability One of the 25 Most In Print: Ten monthly Issues cumulated quarterly; annual cumulatwe volume. Distinguished Reference Works Retrospective coverage form 1978 to date; sold on the senice bas~s(perlodm budget). Published in the Past 25 Years Online & CD-ROM: Coverage from 5184. CD-ROM annual subscription $1,295.

THE To- - Order- - - - - H.W. WILSON or for more information on these or any of the Wilson Indexes, simply call toll-free: 1-800-367-6770 950 Unlvers~tyAve.. Bronx, New York 10452 In New York State call 1-800-462-6060.~n Canada, call collect 212-588-8400. It's Not That We're The Best Newspaper Library System, It's Why.

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28A special libraries Researchers Can Now Search the Dissertation Database Without Help

Computer databases with search searching, without any telephone Save Space, Reduce Costs software are the fastest way to find in- problems. You get easy browsing, with CDROM Technology formation about dissertations. Now quick refining of searches, and im- Dissertation Abstracts Ondisc puts mediate display of search results, all A few compact discs can replace this information in your library-24 with no hard-to-budget connect or hundreds of printed volumes. hours a day-on compact discs using print charges. Dissertation Abstracts Ondisc new CDROM technology. gives you continuing savings by Dissertation Abstracts Ondisc providing in-library searching includes information on over 900,000 Build Self-Sutficient without online fees. doctoral dissertations and masters Library Users theses in hundreds of subject areas. Begin Saving Wow UMI adds 30.000 new titles each year, Because searching mistakes cost Contact UMI today to learn more from 475 universities worldwide, to nothing, library users can work in- about Dissertation Abstracts build this valuable source of primary dependently. Ondisc and how you can put research information. A simple User's Guide and Refer- CDROM technology to work in your Library users browse easily ence Card help everyone learn with- library. Call toll-free 1-800-521-0600. through citations and abstracts, or out extensive training. Ext. 420 or return the coupon below. search for information by keyword, subject, title, author, school, and ,------s L more. 0 I'm interested in Dissertation Abstracts Ondisc. Please send me the complete information packet, including pricing and order forms. Enjoy Fast Searching 0 I don't have a need right now for Dissertation Abstracts Ond~sc,but send me some Without Online Problems information for my files. Dissertation Abstracts Ondisc offers all the capabilities of online Title

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The Times-with supplements and indexes-presents two centuries of unsurpassed news coverage. From the French Revolution to major events of the day, The Times is renowned for quality reporting and strong editorial opinion. This extraordinary resource is available in microform, only from Research Publications. And, the Times Index is a tremendous research aid, source of history, and general finding tool for other newspapers. For areas of special interest, The Sunday Times, The Times Literary Supplement, The Times Educational Supplement, The Times Higher Education Supplement (all included in The Times Index), Times Engineering 6. Trade Supplements, and Literature are incomparable sources for information. Plus, The Times Literary Supplement Index-with annual and cumulative editions+xganizes the bibliographical, biographical, cultural, and historical information in every volume of The Times Literary Supplement since 1902. Two hundred years of superb news coverage by The Times, only from Research Publications. For more information call toll-free: 1-800-REACH-RP (1-800-732-2477).In Alaska, Canada or Connecticut, call collect (203) 397-2600.

I I Plrue rendme I informtion on other I BPprodnctr and I ~rriceecheck& I Newspaper le #2l ! Indexes search publications@ ; Television News 12 Lunar DrivelDrawer AB I Transcripts and Woodbridge, CT 06525 Please send me your brochure. I Indexes Toll-free: 1-800-REACH-RP TWX: 71 0-465-6345 Have a representative call me. I Journals in FAX: 203-397-3893 I Microform I Research Name Title I Collections Institution I in Microform Address I U.S.and Interna I tional Patent City Stete Zip Code I Documentation I Patent Search For further information, or to place your order ! and Awareness 1-800-REACH-RP(1-800-732-2477). ; Services directly, call I Reference Books I I I I Sometimes You Need More an Strategy

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Serving Special Libraries for 25 Years SLA THE LIBRARY ARCHITECT 1988 State-of-the-Art A LIBRARY CONSULTING FIRM Institute UTILIZING COMPUTER-AIDED DESIGN October 17-19, 1988 We provide: Washington, D.C. Needs Analysis Feasibility Studies "Global Ties Through Building Programs Information" Architecture / Interior Design Space Planning Workshops Speakers representing the U.S., Canada, Authors: PLANNING THE ELECTRONIC OFFICE lapan and other nations will address the (McGraw-Hill) AUTOMATION, SPACE MANAGEMENT & ;lobalization of information and the af- PRODUCTIVITY (Bowker) 'ect of this phenomenon on finance and DESIGNING AND SPACE PLANNING FOR :conomics, regulation and legislation, LIBRARIES (Bowker) lemographics and world relations. Free Reprints Available of: For Further Information Contact: "Cost Comparison of Abstracts and Indexes on Paper, CD-ROM and Online" Kathy L. Warye "Trends in Special Library Buildings" Assistant Executive Director Professional Growth AARON COHEN ASSOCIATES Special Libraries Association RFD 1, Box 636 Teatown Road 1700 Eighteenth Street, NW Croton-on-Hudson, NY 10520 Washington, DC 20009 (914) 271 -8170 (202)234-4700

Let United Nations Publicationsbring the United Nations to you. We have a world of books and documents as divene in their subjects (some 2000 titlesl) as they are in their audiences. For years, leaders in business. education, government, law, and science have relied on our publications to keep them current and informed. Get familiar with the materials available from the United Nations -and with your single supplier for books, periodicals, videos and other itemsfor those with interest in the world-United Nations Publications. Get your FREE 1988/89UnltedNations Publicationscatalogue. Mail the coupon. We'll show you how easy it is to get books from your single supplier for books from the United Nations. New York and Geneva.

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LIBRARY AUTOMATION PRODUCTS, INC., 875 AVENUE OF THE AMERICAS. NEW YORK, NY 10001 (212)967-7440 fall 1988 35A If vou want vour librarv. . . E W. Lancaster

Evaluating library services is less an intellectual exercise than it is a practical activity designed to gather data useful in problem-solving and decision-making within the librar). This new book by Lancaster gives you the practical advice you need for evaluating all types of library services.

I the collection I resource sharing I document delivery and availability I cost-effectiveness analyses I materials usage I cost-benefit studies. I reference services A valuable tool for library directors, managers, and administrators, this book will help identify areas of the librar! that need to he evaluated and the best way to conduct the evaluation. Clear explanations of current issues and modern techniques plus end-of-chapter case-study questions make this book ideal for practicing librarians as well as teachers and students of library science. Lancaster, Professor of Library and Information Science at the Universit) of Illinois, brings to this new book his twenty years of experience teaching courses on evaluating library services. His earlier book, The M~asunm~rttand Er~cilucitionof Libra? S~niices,for years has been used as the standard guide to conducting e\,aluations. That book received the American Librarv Association's "Ralph Shax Award" asan outstandir~gcontributionto the literature of library science.Three of his earlier books hare received the annual "Rest Rook" award of the American Society for Information Science.

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fall 1988 Special Libraries Association announces an important new book.

UNITED STATES GOVERNMENT PUBLICA TIONS CATALOGS

SECOND EDITION

Steven D. Zink

These listings provide unique resources for the acquisition, bibliographic control, and reference of government information. The completely revised second edition of this critically acclaimed work contains more than 370 entries, an increase of over 140 from the first edition.

Also new are a title index, an expanded subject index, and lengthier annotations. The catalogs described contain audiovisuals, machine-readable data files, microforms, and print materials.

Send your order to Special Libraries Association, Order Dept., Box CO, 1700 Eighteenth Street NW, Washington, DC 20009.

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fall 1988 Special Libraries Association 80th Annual Conference New York City June 10.15 . 1989

User and Information Dynamics: Managing Change

INDEX TO ADVERTISERS

American Overseas Book Library Automation Products ...... 35A Company Inc...... 4A Military Data Cop ...... 32A Association for NewsNet ...... IOA-1 IA Computing Machinery ...... 6A The New York Ties ...... 25A Biosciences Information Service ...... 20A OCLC ...... 24A R . R . Bowker ...... 14A Online. Inc...... Cover IV Aaron Cohen Associates ...... 34A Oryx Press ...... 16A DATALIB ...... 8A Predicasts ...... 20A DataTimes ...... 28A Research Books ...... 33A Data Trek ...... 2A Research Publications ...... 7A. 19A. 31A Dialog ...... 5A. 17A K . G . Saur ...... Cover I1 Disclosure ...... Cover Ill Special Libraries EBSCO Publishing ...... 21A Association ...... 34A. 37A . 38A EBSCO Subscription Services ...... 13A Taylor & Francis ...... 16A Elsevier Science Publishers ...... 23A UMI Data Courier ...... 22A Engineering Information . Inc...... 39A United Nations ...... 34A Faxon ...... 18A University of Illinois ...... 36A The Highsmith Company ...... 9A University Microfilms Institute for Scientific International ...... 12A. 29A Information ...... 1A. 15A. 30A The H . W . Wilson Company ...... 26A. 27A

40A special libraries SPECIAL LIBRARIES INDEX Volume 79 Jan-Dec 1988

Winter ...... 1-82 Summer ...... 179-264 Spring ...... 83- 178 Fall ...... 265-355

L'Association Francaise des Documentalistes et des Bibliothecaires Specialises, Linda J. Rober, 332- Academic Libraries 335 A Mathematical Approach to Branch Library Opera- Authority Control tions: A Case Study. Joyce Taylor and Tacey Vie- Authority Files for Microcomputer Databases, Scott Brandt. 296-30 1 gas, 322-327 . . Testing the New Technology: MEDLINE on CD- ms.-for-.Mcrocnmputerhtabases. Scutt ROM in an Academic Health Sciences Library. EPXlVKT96-301 Beryl Glitz, 28-33 Awe, Susan C., book review. Mind Your Oww Business, Access Charges (telecommunications) I78 SLA Responds to U.S. Government Information Issues in the '80s. Sandy I. Morton. 189- 193 ACCESS Pennsylvania Pennsylvania Libraries Hope for Succe\s via "ACCESS." Linda-Jean Smith. 215-220 Achleitner, Herbert K. Cjt. auth.), Managing in an Infor- Basch, N. Bernard mation-Rich Environment: Applying Information SLA Award Winners (1988) (Fellows Award), 245 Transfer Theory to Information Systems Manape- Baumgartner, Kurt 0.. Packet Switching Networks: ment. 92100 Worldwide Access to Corporate Datafiles, 9- 14 Advertising Agency Libraries: 30 Years of Change, Elin Bell, Steven J., Corporate Change: Impact on the Cor- B. Christianson and Anne M. Waldron, 152- 162 porate Documents Collection, 265-270 Advertising Libraries Bender, David R., Transborder Data Flow: An Historical Advertising Agency Libraries: 30 Years of Change. Review and Considerat~onsfor the Future. 230- Elin B. Christianson and Anne M. Waldrm. 152- 235 I62 Beveridge. David C.. The Challenge to Change: A Dis- Alloway, Catherine Suyak. book reviews. Lrgtrl I.s.vur,s cuuion on the President's Task Force on the Value for Libruv und 1nfi)rmution M~noprs.176- 177; of the Information Professional, 57-64 Libra? Boss: Tl~oughtson Lihrcrry Per.sonne1. 80 Bibliometrics An Alternative National Electronic Mail Network for Japanese-style Management: A Bibliornetric Study, Libraries, David Stem, 139- 142 Sachie Noguchi, 3 14-321 Alvarez, Robert S.. Library Boss: Thoughts on Lihrurv BioSYNTHESIS (gateway software) Per.sonne1, book review by Catherine Suyak Allo- Building Bridges: LIS-IAIMS-BioSYNTHESIS. way. 80 Naoini C. Broering and Bonnie Cannard. 302-3 13 American Society for Training and Development Boaz. Martha, Libraries and Drug Control Projects, 250- CD-ROM Use in an Association Special Library: A 252 Case Study, Linda Sabelhaus. 148- 15 I Boaz, Martha TheAmericun Woman. 1987-88, Sara E. Rix. ed.. book Trlbute to Dr. Boaz. Sherry Terzian (letter), 77 review by Carol Taylor, 342-343 Brandin, David H., and Michael A. Harrison, The Tech- Anderson, Beryl L. nolog? Wur: A Case for Competitiwness. book SLA Award Winners (1988) (John Cotton Dana review by Tony Stankus, 263-264 Award), 239 Brandt, Scott, Authority Files for Microcomputer Data- Army, US., Concepts Analysis Agency hases. 296-30 1 An Integrated Library System from Existing Micro- Broering, Naomi C. Cjt. auth.), Building Bridges: LIS- computer Programs, Lynda S. Kuntz, I 15- 12 1 [AIMS-BioSYNTHESIS, 302-3 13 Arterbery, Vivian Budgeting SLA Award Winners (1988) (Fellows Award). 245 The Interactive Financial Planning System as a Man- L'Association Francaise des Documentalistes et des agement Tool in Libraries, Sara Anne Hook- Bibliothecaires Specialises Shelton. 122-138 Building Bridges: LIS-IAIMS-BioSYNTHESIS, Naomi Coplen, Ron C. Broering and Bonnie Cannard. 302-3 I3 SLA Award Winners (1988) (John Cotton Dana Business and Economics Databases Online: Environ- Award), 239 ment~/Stunning ~.ith(I Personul Computer, Copyright Charles J. Popovich, book review by Jean Fisher, Canadian and American Government Structures and 175 Issues of lnterest to Special Librarians, Cynthia M. Business Information: How ro Find Ir. How to Use It, Smith, 221-229 Michael R. Lavin, book review by Jean Fisher, 78 The National Commission's Contributions to the Business Libraries lnformation Profession, Elinor M. Hashim. 194- Corporate Change: Impact on the Corporate Docu- 199 ments Collection, Steven J. Bell, 265-270 Corporute Author Authorit?' List: A Dictionary of More SP~al~o Corporate Libraries than 40.000 Verified Main Entries ,for Documents Butler, Evelyn Cataloged by the National Technic.al Information SLA Award Winners (1988) (Professional Award). Service, 2nd ed., Asta V. Kane, ed., book review 24 1 by Madeline M. Henderson, 175-176 Corporate Change: lmpact on the Corporate Documents Collection, Steven J. Bell, 265-270 Corporate lnformation Competitive Intelligence and the lnformation Center, Canada H. Frances Greene, 285-295 Canadian and American Government Structures and Corporate Change: lmpact on the Corporate Docu- Issues of lnterest to Special Librarians, Cynthia M. ments Collection, Steven J. Bell, 265-270 Smith. 221-229 From Library to lnformation Center, Eva M. Thury, Canadian and American Government Structures and 21-27 Issues of lnterest to Special Librarians, Cynthia M. Packet Switching Networks: Worldwide Access to Smith. 22 1-229 Corporate Datafiles. Kurt 0. Baumgartner. 9- 14 Canby, Susan Fifer, The National Geographic Society Corporate Libraries and its Library Celebrate 100 Years, 328-331 Classified Documents in the Corporate Library, Patri- Cannard. Bonnie Cjt. auth.), Building Bridges: LIS- cia M. Shores, 15-20 IAIMS-BioSYNTHESIS, 302-313 The Dynamic Role of the Information Specialist: Two Cargill, Jennifer. and Gisela M. Webb. Managing Perspectives, Ann M. Willard and Patricia Morri- Libraries io~Transition, book review by Anne M. son, 27 1-276 Fredenburg. 262-263 From Library to lnformation Center. Eva M. Thury. CD-ROM (Compact Disk-Read Only Memory), see 2 1-27 Compact Disk Databases Coyle, William J., Libraries in Prisons: A Blending of CD-ROM Use in an Association Special Library: A Case In.stitutions, book review by Arena L. Stevens, 81- Study. Linda Sabelhaus, 148-15 1 82 Census Data (U.S.) Crowley, Mary Jo, Optical Digital Disk Storage: An SLA Responds to U.S. Government Information Application for News Libraries, 34-42 Issues in the '80s, Sandy I. Morton, 189-193 CURRENT CONTENTS The Challenge to Change: A Discussion on the Presi- Building Bridges: LIS-IAIMS-BioSYNTHESIS, dent's Task Force on the Value of the Information Naomi C. Broering and Bonnie Cannard, 302-3 13 Professional, David C. Beveridge, 57-64 Christianson, Elin B. Cjt. auth.), Advertising Agency Libraries: 30 Years of Change, 152-162; book review, MurketingIPlunning Library und Informa- tion Servic.es, 343 Classified Documents Classified Documents in the Corporate Library, Patri- Database Development cia M. Shores, 15-20 Authority Files for Microcomputer Databases, Scott see also Unclassified Information Brandt, 296-301 Clipping Files dBase (database management software) Optical Digital Disk Storage: An Application for News An Integrated Library System from Existing Micro- Libraries. Mary Jo Crowley, 34-42 computer Programs, Lynda S. Kuntz, 1 15-121 Compact Disk Databases Defense Department, U.S. CD-ROM Use in an Association Special Library: A Classified Documents in the Corporate Library. Patri- Case Study, Linda Sabelhaus, 148151 cia M. Shores, 15-20 Testing the New Technology: MEDLINE on CD- Denver, Colorado ROM in an Academic Health Sciences Library, SLA Conference (1988). Expanding Horizons: Strat- Beryl Glitz, 28-33 egies for lnformation Managers, 65-69, 163- 170 see ulso Optical Disk Technology Depository Library Program (U.S.) Competitive Intelligence and the Information Center, H. Technology Assessment and Federal lnformation Pol- Frances Greene, 285-295 icy, Kathleen Eisenbeis, 200-206 Contemporury Amcvkan Womcn sculptor.^, Virginia Dewey. Barbara I.. Library Jobs: Hen, to FIN Them, Watson-Jones, book review by Carl H. and Arlyle How to Find Them, book review by Elyse H. Fox. Mansfield Losse, 78-79 80-8 1

special libraries Documents Fredenburg. Anne M., Quality Assurance: Establishing Classified Documents in the Corporate Library. Patri- a Program for Special Libraries. 277-284; book cia M. Shores, 15-20 review, Munuging Libraries in Trtmsition, 262- Corporate Change: Impact on the Corporate Docu- 263 ments Collection, Steven J. Bell. 265-270 Free Trade Agreement Drake, Miriam A. Canadian and American Government Structures and SLA Award Winners (1988) (President's Award), 242 Issues of Interest to Special Librarians, Cynthia M. Drugs Smith. 221-229 Libraries and Drug Control Projects, Martha Boaz. From Library to lnformation Center, Eva M. Thury, 21 - 250-252 27 Drum, Carol A. Candidate for Director ( 1988-9 1 ), 48 Dunn, Doris, book review, Munugemrvtt Theory trnd Library Educution, 263 The Dynamic Role of the lnformation Specialist: Two Perspectives, Ann M. Willard and Patricia Morri- son, 271-276 Gasaway, Laura N. SLA Award Winners (1988) (Fellows Award). 245 General Electric Company Classified Documents in the Corporate Library, Patri- cia M. Shores, 15-20 Georgetown University Library lnformation System Building Bridges: LIS-[AIMS-BioSYNTHESIS, Education, Department of, U.S., Library Programs Naomi C. Broering and Bonnie Cannard, 302-3 13 Office Georgetown University Medical Center SLA Interviews Anne Mathews, Elaine Hill, 51-56 Building Bridges: LIS-IAIMS-BioSYNTHESIS, Electronic Mail Naomi C. Broering and Bonnie Cannard, 302-3 13 An Alternative National Electronic Mail Network for Gibson, Robert W., Jr. Libraries, David Stem, 139- 142 SLA Award Winners (1988) (Hall of Fame Award), Elsen, Albert E., and John Henry Merryman, Law. Eth- 237 ics. und the Visual Arts, 2nd ed., book review by Glenerin Declaration Carl H. and Arlyle Mansfield Losse, 176- 177 The National Commission's Contributions to the Expanding Horizons: Strategies for lnformation Man- Information Profesrion, Elinor M. Hashim, 194- agers, SLA's 79th Annual Conference. June I I- 199 16, 1988, Denver, Colorado, 65-69, 163-170 Glitz. Beryl, Testing the New Technology: MEDLINE on CD-ROM in an Academic Health Sciences Library, 28-33 Government for Sale: The Priviltkation.of Federal Infor- mation Services, Marc A. Levin, 207-214 Government Information Governmental Activities and Information Issues. Federal Communications Commission Lynne McCay. 179- 183 SLA Responds to U.S. Government Information Transborder Data Flow: An Historical Review and Issues in the '80s, Sandy I. Morton, 189-193 Considerations for the Future, David R. Bender, Federal Government Information, see Government 230-235 Information, U.S. Federal ste.ulsc> Government fnformation; 4J.S. lkhal Fellows Award (SLA) Government Information, U.S. Federal SLA Award Winners (1988). 245 Government for Sale: The Pr~vatizationof Federal Financial Planning Information Services. Marc A. Levin. 207-214 The Interactive Financial Planning System as a Man- SLA Responds to U.S. Government lnformation agement Tool in Libraries. Sara Anne Hook-Shel- lssues in the '80s, Sandy I. Morton. 189- 193 ton, 122-138 Technology Assessment and Federal InCormation Pol- Finding the Future: Recruiting and Retaining SLA Stu- icy. Kathleen Eisenbeis, 200-206 dent Members, Beth M. Paskoff, 246-249 Government Printing Office, U.S. Fisher, Jean, book reviews, Business trnd E(wnonrics Technology Assessment and Federal Infornmation Pol- Dutubuses Online: Envirunmrnttrl Sctrnning waith u icy, Kathleen Eisenbeis. 200-206 Persunal Computer, 175; Businrm Infirmution: Government Relations Program (SLA), see SLA. How tu Find It, How' to Use It, 78 Government Relations Program Flower, M.A., book review, Strirtegic Marketing fur .Soueranwntal Acti\iitks.d 1afu~n)i)tis- Libruries: A Hundbook, 343-344 Mirp: .&?&.I83 Fox, Elyse H., book review, Library Jobs: How to Fill Greene, H. Frances, Competitive Intelligence and the Them. HOW to Find Them, 80-81 lnformation Center, 285-295 France Grover, Robert Ot. auth.), Managing in an Information- L'Association Francaise des Documentalistes et des Rich Environment: Applying Information Transfer Bibliothecaires Specialises, Linda J. Rober, 332- Theory to Information Systems Management, 92- 335 100 fall 1988 The Challenge to Change: A Discussion on the Pres- dent's Task Force on the Value of the lnformation Professional, David C. Beveridge, 57-64 H.W. Wilson Company Award (SLA) The Dynamic Role of the lnformation Specialist: Two SLA Award Winners (1988), 245 Perspectives. Ann M. Willard and Patricia Morri- Haley, Roger son, 271-276 Candidate for Division Cabinet Chair-Elect ( 1988). 47 Iriformutior~Sourc.e.s in the Life Sciences, 3rd ed.. H.V. Hall of Fame Award (SLA) Wyatt, ed., book review by Robert G. Krupp, 79- SLA Award Winners ( 1988). 237-238 80 Hansen, Kathleen A. Cjt. auth.), The News Library's .-ktfoFeSpcialists, see Information Professionals Contribution to Newsmaking. 143- 147 Information Technology Harrison, Michael A,. and David H. Brandin, The Tech- Technology Assessment and Federal lnformation Pol- nolop War: A Case jOr Comprtitivrno.~.~,book icy. Kathleen Eisenbeis, 200-206 review by Tony Stankus, 263-264 lnformation Transfer Hashim, Elinor M.. The National Commission's Con- Managing in an Information-Rich Environment: tributions to the lnformation Profession. 194- 199 Applying Information Transfer Theory to Infor- Health Sciences Libraries rnatlon Systems Management, Herbert K. Achleit- Building Bridges: LIS-IAIMS-BioSYNTHESIS. ner and Robert Grover, 92- 100 Naomi C. Broering and Bonnie Cannard, 302-3 13 The Role of Intergovernmental Organizations in Inter- Testing the New Technology: MEDLlNE on CD- national Information Transfer and Policy, Robert ROM in an Academic Health Sciences Library. V. Will~ams,1-8 Beryl Glitz. 28-33 lntegrated Academic Information Management Sys- Henderson. Madeline M.. book review, Corporutr tems Author Aurhority List: A D~c.tiontrryof'Morr thun Building Br~dges:LIS-IAIMS-BioSYNTHESIS, 40.000 Verified Main E~m%,,sfi~r Doc.un~errr.~ Cut- Naonii C. Broering and Bonnie Cannard, 302-3 13 crlogrd by the Nutiond Technu11Infbrrnutiot~ Srr- Integrated Information Systems vice, 2nd ed.. 175-176 Building Bridges: LIS-(AIMS-BioSYNTHESIS, Hill, Elaine, SLA Interviews Anne Mathews. 51-56 Naoni C. Broerjng and Bonnie Cannard, 302-3 13 Honorary Member Award (SLA) An lntegrated Library System from Existing Microcom- SLA Award Winner.; (1988). 244 puter Programs, Lynda S. Kuntz, 1 15-121 Hook-Shelton, Sara Anne, The lnteractive Financial lntegrated Library Systems Planning System as a Management Tool in Librar- Building Bridges: LIS-IAIMS-BioSYNTHESIS, ies. 122- 138 Naomi C. Broering and Bonnie Cannard, 302-3 13 An lntegrated Library System from Existing Micro- computer Programs, Lynda S. Kunt~,1 15- 12 1 Intelligence (information gathering) Competit~veIntelligence and the Information Center, H. Frances Greene, 285-295 Interactive Financial Planning System (International Federation of Library Associa- The Interactive Financial Planning System as a Man- tions and Institutions) agement Tool in Libraries, Sara Anne Hook-Shel- 53rd Council and General Conference ( 1987). Frank ton. 122-138 H. Spaulding, 72-74 Intergovernmental Organizations Information Centers The Role of Intergovernmental Organizations in Inter- Competitive Intelligence and the Information Center. national Information Transfer and Policy. Robert H. Frances Greene, 285-295 V. Williams. 1-8 From Library to Information Center. Eva M. Thury. lnternatrmraf FeWatton of Library Associations and 21-27 Institutions, see IFLA Information Management International Information Building Bridges: LIS-IAIMS-BioSYNTHESIS, The Role uflntergovernmental Organizations in Inter- Naomi C. Broering and Bonnie Cannard, 302-313 national lnformation Transfer and Policy. Robert The Challenge to Change: A Discussion on the Pres- V. Williams, 1-8 ident's Task Force on the Value of the lnformation Transborder Data Flow: An Historical Review and Professional. David C. Beveridge. 57-64 Considerations for the Future. David R. Bender. Managing in an Information-Rich Environment: 230-235 Applying lnformation Transfer Theory to Infor- mation Systems Management. Herbert K. Achleit- ner and Robert Grover, 92- 100 Information Policy The Role of Intergovernmental Organizations in Inter- national Information Transfer and Policy, Robert Japan V. Williams. 1-8 Japane\e-\tyle Management A B~bhornetr~cStudy, lnformation Policy, U.S. National Sach~eNoguchl, 114-12 1 Technology Assessment and Federal lnformation Pol- kpmne:sryE Management A Blbliometrlc Study, icy, Kathleen Eisenbeis, 200-206 .. Sitchre Nquch~,3 14-32 1 .-Idormation ProFessionals John Cotton Dana Award (SLA) i jj 350 special libraries SLA Award Winners ( 1988), 239-240 Losse. Arlyle Mandield, book reviews, Contenrporcrry Joint Committee on Printing, U.S. A~nrric~trnWotnen Sculptors. 78-79; Law, Ethics, Technology Assessment and Federal rnformation Pol- tmd the Vi.sucr1 Arts, 2nd ed.. 176- 177 icy, Kathleen Eisenbeis. 200-206 Losse. Carl H., book reviews. Corrtc~mnporcrryAnrerii.cr~r Jones, Catherine A. Women Scu1ptor.s. 78-70; Low. Ethics, crnd the Candidate for SLA Treasurer (19881, 44-45 Visuul Arts, 2nd ed., 176- 177 Lowry. W. Kenneth SLA Award Winners ( 1988) (Honorary Member Award). 244

Kane, Asta V., Corporutr Author Authorrty Li.\t: A Dictionury of More thun 40,000 Vrrified Main Entries ,for Docum~ntsCutuluged by the Nutioncrl McCay. Lynne. Governmental Activities and Informa- Technicul Informution Servic.e, 2nd ed., book tion Issues, 179- 183 review by Madeline M. Henderson, 175-176 McLeod, Douglas M. (jt. auth.), The News Library's Kelco, Division of Merck & Co. Contribution to Newsmaking, 143- 147 The Dynamic Role of the Information Specialist: Two Malinowsky, H. Robert Perspectives, Ann M. Willard and Patricia Morri- SLA Award Winners (1988) (Fellows Award). 245 son. 271-276 Management Klinefelter, Paul The Interactive Financial Planning System as a Man- SLA Award Winners (1988) (John Cotton Dana agement Tool in Libraries, Sara Anne Hook-Shel- Award), 240 ton. 122-138 Knowledge Counselor Japanese-style Management: A Bibliometric Study. Special Librarian to Knowledge Counselor in the Year Sachie Noguchi. 3 14-32 1 2006, Frank H. Spaulding. 83-9 1 srr dso Information Management Krupp. Robert G., book review, 117formutionSource., in Mar~ugenwntTheory tind Lihrcrry Etluc~trrion,Sajjad ur the Life Sciencrs, 3rd ed., 79-80 Kehman. book review by Doris Dunn. 263 Kuntz. Lynda S., An Integrated Library System from Managing in an Information-Rich Env~ronment:Apply- Existing Microcomputer Programs, 1 15- 12 1 ing Information Transfer Theory to Information Systems Management, Herbert K. Achleitner and Robert Grover, 92- 100 Mtrrrcr~itrgLibruries in Trtrn.sition, Jennifer Cargill and Gisela M. Webb, book review by Anne M. Fre- denburg, 262-263 Lavin, Michael R., Businrs.~Informurion: How to Find Manning, Helen M. It. How to Use It. book review by Jean Fisher. 78 SLA Award Winners (1988) (President's Award), 242 Law, Ethics, and the Visual Arts, 2nd ed., John Henry MurketirrgIPl~rnrri~~~Lihrtrrs crttd 1nfi)rnrtrtion Serr.ice.s. Merryman and Albert E. Elsen, book review by Darleen E. Weingand. book review by Elin B. Carl H. and Arlyle Manstield Losse, 176- 177 Christianwn, 343 Legd Issues for Librury und Informotion Mtrncrgers, Matarazzo, James M. William Z. Nasri, ed., book review by Catherine SLA Award Wmners (1988) (Fellows Award), 245; Suyak Alloway, 177- 178 (President's Award). 243 Levin. Marc A.. Government for Sale: The Privatization A Mathematical Approach to Branch Library Operations: of Federal Information Services. 207-214 A Case Study, Joyce Taylor and Tacey Viegas. Librarians, see Special Librarians 322-327 Libraries Mathews, Anne Libraries and Drug Control Projects. Martha Boaz. SLA Interviews Anne Mathews. Elame Hill, 51-56 250-252 Measurement see alw Special Libraries Productivity Measurement in Special Libraries: Pros- Libraries and Drug Control Projects. Martha Boaz, 250- pects and Problems for Use In Performance Eval- 7C7 LJL uation. Robert V. Williams. 101- 114 Libraries in Prisons: A Blending of ln.stitutiorrs, William Medical Libraries, see Health Sciences Libraries J. Coyle, book review by Arena L. Stevens, 81- MEDLINE 82 Building Bridges: LIS-IAIMS-BioSYNTHESIS, Llbrcrry Boss: Thoughts or1 Librcrry Personnel, Robert Naomi C. Broering and Bonnie Cannard, 302-313 S. Alvarez, book review by Catherine Suyak Allo- Testing the New Technology: MEDLINE on CD- way, 80 ROM in an Academic Health Sciences Library, Library Information System (Georgetown Univer- Beryl Glitz, 28-33 sity) Merrynian. John Henry. and Albert E. Elsen, Ltrn., Eth Building Bridges: LIS-IAIMS-BioSYNTHESIS. ics, ond the Visucrl Art.,. 2nd ed., book review by Naomi C. Broering and Bonnie Cannard. 302-3 13 Carl H. and Arlyle Manstield Losse. 176- 177 Librury Jobs: How ro Fill Them, How to Find Thrtrr. Microcomputers Barbara I. Dewey, book review by Elyse H. Fox, Authority Files for Microcomputer Database,. Scott 80-8 1 Brandt, 296-301 fall 1988 Mind Your Own Bu.s~nr.s.s, Alice Sizer Warner. book Office of Technology Assessment, U.S. review by Susan C. Awe, 178 Technology Assessment and Federal Information Pol- Mitchell, Cynthia R. Sowards icy. Kathleen Eisenbeis, 200-206 Candidate for SLA Chapter Cabinet Chair-Elect Olsen, James L., Jr. (1988), 46 Candidate Ibr SLA Treasurer (1988). 44-45 Moore, Edythe Optical Digital Disk Storage: An Application for News SLA Award Winners (1988) (Hall of Fame Award). .LibraHes. Mary Jo Crowley. 34-42 237-238 Optical Disk Technology Morrison, Patricia (jt. auth.), The Dynamic Role of the Opt~calDig~tal Disk Storage: An Application for News Information Specialist: Two Perspectives. 27 1-276 Librarie\, Mary Jo Crowley, 34-42 Morton. Sandy I.. SLA Responds to U.S. Government srr dso Compact Disk Databases Information lssues in the 'XOs, 189-193 Mury, Marie-Odile L'Association Francaise des Documentalistes et des Bibliothecaires Specialises. L~ndaJ. Rober, 332- 335

Nasri, William Z.. ed.. Legal /.\.sue.\ jiw Lihrtrrj trrld Packet Switching Infbrrnrrtion Montrprs, book review by Catherine Packet Switching Networks: Worldwide Access to Suyak Alloway, 177- 178 Corporate Datatiles. Kurt 0. Baumgartner. 9-14 A Nation at Risk: The Imperative for Educational Pancake, Edwina H. Reform Candidate for SLA President-Elect (1988). 43 The National Commission's Contributions tv the Paskoff. Beth M.. F~ndingthe Future: Recruiting and Information Profession. Elinor M. Hashim. 194- Retaining SLA Student Members, 246-249 199 Paskoff, Beth M. National Commission on Libraries and Information Candidate for Division Cabinet Chair-Elect (1988). Science 47-48 The National Commission's Contributions to the Pennsylvania Information Profession. Elinor M. Hashim. 194- Pennsylvania Libraries Hope for Success via 199 "ACCESS," Linda-Jean Smith. 2 15-220 The National Commission's Contributions to the Infor- Philadelphia Newspapers, Inc. mation Professiiin, Elinor M. Hashim, 194- 194, Optical Digital Disk Storage: An Applicatron Ibr News National Geographic Society L~brarm.Mary Jo Crowley. 34-42 The National Geographic Society and its L~braryCel- Policy, Information, .see Information Policy. U.S. ebrate 100 Years. Susan Fifer Canby, 328-331 National National Technical Information Service Popovich, Charles J., Bu.\irzr.s.\ trnd Er~~rrornic.\Duttr- Government for Sale: The Privati~ationof Federal ht~sesOt~lirle: E~IL,;~O~I~~IOIII~I/ SWIIII~~I~wth u Per- lnformation Services, Marc A. Levin. 207-214 .sor~crlComplrtc~r, book review by Jean Fisher, 175 SLA Responds to U.S. Government Information Pornography Issues in the '80s. Sandy I. Morton. 189-193 Canadian and American Government Structures and Networks Issues of Intere\t io Special Librarians, Cynthia M. An Alternative Nat~onalElectronic Mail Network for Smith. 221-229 Libraries. David Stern, 139-142 President's Award (SLA) Packet Switching Networks: Worldwide Access to SLA Award Winners ( 1988). 242-244 Corporate Dataf les. Kurt 0. Raumgartner. 9- 14 President's Task Force on the Value of the Infor- New York City, New Ydrk mation Professional (SLA), .scJrSLA. President's SLA Conference ( 1989). Call ior Papers. 253-254 Task Force on the Value of the Information Profes- News Libraries s~onal The News Library's Contribution to Newsmaking, ~SectorIPublicSector, see Privati~ation Jean Ward. Kathleen A. Hansen. and Douglas M. Privatization McLeod, 143- 147 Government for Sale: The Privati~ation of Federal Optical Dig~talDisk Storage: An Application for News Inforn~ationServ~ces. Marc A. Levm, 207-214 Libraries, Mary Jo Cmwley. 34-42 SLA Responds to U.S. Government Information dbe-News Library's Contribution to Newsmaking. Jean Is\ues in the '80\. Sandy I. Morton. 189193 W,-.Kathleen A. Hansen. and Douglas M. Productivity h4ekmkt43- I47 Product~vityMeasurement In Special Libraries: Pros- Noguchi, Sachie, Japanese-style Management: A Bib- pect\ and Problems for Use in Performance Eval- liometric Study, 3 14-32 1 uation. Robert V. Williams, 101-1 14 Professional Award (SLA) SLA Award Winners (1988). 241 Public Data Communications Networks Office of Management and Budget, U.S. Packet Switching Networks: Worldwide Access to SLA Responds to U.S. Government Information Corporate Datatiles, Kurt 0. Baumgartner. 9-14 Issues in the '80s. Sandy I. Morton, 189193 Public SectorIPrivate Sector. see Privati~ation

special libraries Physics-Astronomy-Mathematics Division, An Alter- native National Electronic Mail Network for Librar- Quality Assurance ies, David Stern. 139-142 Quality Assurance: Establishmg a Program for Special President3sTaskForce on the Value of the lnformation Libraries. Anne M. Fredenburg, 277-284 Professional, The Challenge to Change, David C. Quebec Beveridge. 57-64 Canadian and American Government Structures and Salary Survey (1988 Triennial) Draft Report, 336- lssues of Interest to Special Librarians, Cynthia M. 338 Smith, 221 -229 Student Members. Finding the Future: Recruiting and Retaining SLA Student Members, Beth M. Paskoff. 246-249 The SLA Government Relations Program, Donna Scheeder, 1 84- 1 88 SLA Interviews Anne Mathews, Elaine Hill. 51-56 SLA Responds to U.S. Government Information lssues Rauzier, Jean-Michel in the '80s. Sandy I. Morton. 189- 193 L'Association Francaise des Documentalistes et tles Smith. Cynthia M.. Canadian and American Government Bibliothecaires Specialises, Linda J. Rober, 332- Structurcs and hues of Interest to Special Librar- 335 ians. 22 1-229 Regan, Muriel Smith. Linda-Jean, Pennsylvania Libraries Hope for Candidate for SLA President-Elect (1988). 43-44 Succe\ via "ACCESS," 2 15-220 Rehman, Sajjad ur, Managrmenr Theory und Lihrur! Smith, Ruth S. Eductrrion, book review by Doris Dunn. 263 SLA Award Winners (1988) (Hall of Fame Award), Rix, Sara E., ed.. The Americun Wotm~n,1987-88, book 238 review by Carol Taylor, 342-343 Software Rober, Linda J., L'Association Francaise des Docu- An Integrated Library System from Existing Micro- mentalistes et dea Bibliothecaires Specialises, 332- computer Programs, Lynda S. Kuntz. 1 15-121 335 see trlso dBase, Interactive Financial Planning System The Role of Intergovernmental Organizations in Inter- Spauld~ng.Frank H., IFLA 1987, Library and Infor- national lnformation Transfer and Policy. Robert mation Services in a Changing World, 72-74; Spe- V. Williams, 1-8 cial Librarian to Knowledge Counselor in the Year 2006. 83-9 1 Spaulding, Frank H. SLA Award Winners (1988) (President's Award), 242 --Spmmt^t1bnrian to Knuwledge Counselor in the Year - 2006, Frank H. Spaulding. 83-91 Special Librarians Sabelhaus. Linda, CD-ROM Use in an Association Spe- L'Association Francaise des Documentalistes et des cial Library: A Case Study, 148- 15 1 Bibliothecaires Specialises, Linda J. Robcr, 332- Scheeder, Donna, The SLA Government Relations Pro- 335 gram. 184- 188 The Challenpe to Change: A Discussion on the Pres- Sensitive Information, set Classified Documents, ident's Task Force on the Value of the Information Unclassified lnformation Profesaional. David C. Beveridge, 57-64 Sheppard and Enoch Pratt Hospital (Baltimore) The Dynamic Role of the Infornmation Specialist: Two Quality Assurance: Establishing a Program for Special Perspectives. Ann M. Willard and Patricia Morri- Libraries. Anne M. Fredenburg, 277-284 son, 27 1-276 Shores. Patricia M., Classified Documents in the Cur- Special Librarian to Knowledge Counselor in the Year porate Library, 15-20 2006, Frank H. Spaulding, 83-91 =A (Special Libraries Associatiow- Special Libraries Annual Conference (1988, Denver), Expanding Hori- An Alternative National Electronic Mail Network for zons: Strategies for Information Managers, 65-69, Libraries. Dav~dStern. 139- 142 163-170 L'Association Francaise des Documentalistes et des Annual Conference ( 1989, New York City), Call for Bibl~othecairesSpecialiaes, Linda J. Rober, 332- Papers. 253-254 335 Audit Report (1987). 255-261 Productivity Measurement in Special Libraries: Pros- Award Winners (1988). 236-245 pccts and Problems for Use in Performance Eval- Board of Directors, Annual Conference Meet~ng uation, Robert V. Williams. 101-1 14 Actions (1988). 339-341: Fall Meeting Actions Quality Assurance: Establishing a Program for Special (1987). 70-7 1: Winter Meeting ~ction; (1988). Libraries, Anne M. Fredenburg, 277-284 171-174 see irlso Advertising Libraries, Business Libraries, Candidates for Office (1988), 43-50 Corporate Libraries, Health Sc~encesLihraries, The Government Relations Program, Donna Infornmarion Centers, New5 Libraries Scheeder, 184-188; SLA Responds to U.S. Gob- Special Libraries kmciatian, .p;SLA (Specimbrar- ernment lnformation Issues in the '80s. Sandy 1. ies Asmiation) Morton, 189- 193 Stankus. Tony. book review. The Technology War: A New Books. 75-76 Co.\rji)r Competirivenrss. 263-264

fall 1988 Statistics SLA Responds to U.S. Government Information A Mathematical Approach to Branch Library Opera- Issue in the '80s. Sandy I. Morton. 189-193 tions: A Case Study. Joyce Taylor and Tacey Vie- .we cdso Classified Documents gas, 322-327 UNESCO (United Nations Educational, Scientific and Steinke, Cynthia Cultural Organization Candidate for Director ( 1988-9 1 ), 48-49 The Role of Intergovernmental Organizations in Inter- Stem, David, An Alternative National Electronic Mail national Information Transfer and Policy, Robert Network for Libraries, 139- 142 V. Williams, 1-8 Stevens, Arena L., book review, Lihruries irl Prisorls: United Nations Educational, Scientific and Cultural A Blendirzg of lnsritutions. 81-82 Organization, see UNESCO Stone, Elizabeth W. US. Army, see Army. U.S. SLA Award Winners (1988) (Professional Award). US. Department of Defense, see Defense Department, 24 1 U.S. Strtrtegic Marketing fi)r Librorirs: A Hrrnd/~ook.Ehza- U.S. Department of Education, see Education. Depart- beth J. Wood, book review by M.A. Flower, 343- ment of, U.S. 344 U.S. Government Printing Office, see Government Printing Office, U.S. US. Joint Committeeon Printing, serJoint Committee on Printing. U.S. U.S. National Commission on Libraries and Infor- mation Science, src National Commission on Talcott, Ann W. Libraries and Information Science Candidate for Director (1988-9 I), 48-50: SLA US. Office of Management and Budget, srr Office of Award Winners (1988) (President's Award), 243 Management and Budget, U.S. Taylor, Carol, book review, The Atnrric~trrl Wotnirrl. US. Office of Technology Assessment, see Office of 1987-1988. 342-343 Technology Assessment, U.S. Taylor, Joyce Cjt. auth.), A Mathematical Approach to United States Government Branch Library Operations: A Case Study. 323- Canadian and American Government Structures and 327 Issue5 of Interest to Special Librarians, Cynthia M. Tchohanoff, James B. Smith. 22 1-32') SLA Award Winners (1988) (President's Award), 243 University, for names of specific universitiessee under Tebo, Marlene the specific name Candidate for SLA Chapter Cabinet Chair-Elect University Libraries, .see Academic Libraries (1988). 46 University of California, Los Angeles, Biomedical Technology Assessment Library Technology Assessment and Federal Information Pol- Testing the New Technology: MEDLlNE on CD- icy. Kathleen Eisenbeis, 200-206 ROM in an Academic Health Sciences Library, The Technology War: A Casefor Cotnpetiri1'etw.u. David Beryl Glit~.28-33 H. Brandin and Michael A. Harrison. book review University of Mississippi, School of Education by Tony Stankus. 263-264 A Mathematical Approach to Branch Library Opera- Tees, Miriam tion\: A Case Study, Joyce Taylor and Tacey Vie- SLA Award Winners (1988) (Hall of Fame Award). gas. 322-327 238 Telecommunications Packet Switching Networks: Worldwide Access to Corporate Datafiles. Kurt 0. Baumgartner, 9-14 Terzian, Sherry, Tribute to Dr. Boaz. (letter). 77 Testing the New Technology: MEDLlNE on CD-ROM Veaner, Allen B. in an Academic Health Sciences Library. Beryl SLA A~ardWinners (1988) (President's Award), 244 Glitz, 28-33 Viegas, Tacey Qt. auth.), A Mathematical Approach to Thompson, Enid T. Branch Library Operations: A Case Study, 322- SLA Award Winners (1988) (John Cotton Dana 327 Award). 240 Thury. Eva M.. From Library to Information Center. 21-27 Transborder Data Flow Transborder Data Flow: An Historical Review and Considerations for the Future, David R. Bender. Waldron. Anne M. (jt. auth.). Advertising Agency 230-235 Libraries: 30 Years of Change. 152- 162 Ward. Jean (it. auth. ), The News Library's Contribution to Newsmaking. 143- 147 Warner. Alice Sizer, Mir~clYour 0bvt2 BNS~II~SS.book review by Susan C. Awe. 178 Watson-Jones. Virginia, Contetnporory Atneric.crn UCLA, we University of California, Los Angeles Wotneti Sc.ull~tor.s.book review by Carl H. and Unclassified Information Arlyle Mansfield Losse, 78-79

special libraries Webb, Gisela M.. and Jennifer Cargill. Munuging Williams. Robert V., Productivity Measurement in Spe- Libraries in Trunsitiot~,book review by Anne M. cial Libraries: Prospects and Problems for Use in Fredenburg. 262-263 Performance Evaluation, 101-1 14; The Role of Weingand, Darleen E., MurketingIPlunr~ir~gLibrury und Intergovernmental Organizations in International Infi,rmurionServices, book review by Elin B. Chris- Information Transfer and Policy, 1-8 tianson, 343 Wood, Elizabeth J.. Strutqic. Murketiq fir Libraries: Welsh, William J. A Handbook, book review by M.A. Flower, 343- SLA Award Winners (1988) (Honorary Member 344 Award), 244 Wyatt, H. V., ed., It1Jormutiorl Sourc.r.s irr the Lifi Sci- White, Herbert S. ences. 3rd ed., book review by Robert G. Krupp, SLA Award Winners (1988) (H.W. Wilson Company 79-80 Award), 245 White House Conferences on Library and Informa- tion Services The National Commission's Contributions to the Information Profession, Elinor M. Hashim, 194- 199 Willard, Ann M. (jt. auth.). The Dynamic Role of the Zarnora, Gloria J. Information Specialist: Two Perspectives, 271-276 Candidate for Director (1988-91). 48, 50

fall 1988

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