Publications

Research libraries are expected to provide and preserve collections in support of their institutions’ research and teaching priorities and to support long-term access to cultural, historical, and scientific works. In today’s polarized political environment, both libraries and universities have been at the heart of controversy. In this project, we examine some of the impacts of this polarization at public research university libraries.

The scholarly publishing sector is undergoing its second digital transformation. The first saw a massive shift from paper to digital, but otherwise publishing retained many of the characteristics of the print era. In this current second digital transformation, many of the structures, workflows, incentives, and outputs that characterized the print era are being revamped in favor of new approaches that bring tremendous opportunities, and also non-trivial risks, to scholarly communication. It is our objective with this paper to examine the…

What happens to print sales when an OA edition of a scholarly monograph is also available on publication? This is the central focus of this report, which is authored by members and representatives from the Association of University Presses and Ithaka S+R. Beyond exploring the question of the role of print sales in OA monograph publishing, we will also touch briefly on how print sales fit into the overall financial equation of a sustainable OA book model.

This publication provides four focused examples about specific institutions that have worked to address the imperative to redress their relationships with historically marginalized communities/ Cette publication fournit quatre exemples ciblés d’établissements qui ont spécifiquement travaillé pour répondre à l’impératif de redresser leurs relations avec les communautés historiquement marginalisées.

Scholarly communication is the process through which research products and outputs (such as articles, audiovisual materials, data, code, and research methods) are created, assessed, improved, shared, disseminated, and preserved in a variety of modes including through formal and informal publications, conferences, and other academic networking methods. Shared infrastructure is a key enabler for delivering the services that authors and readers need. It is composed of standards, platforms, technologies, policies, and the communities that enable and support them.

Academic libraries build collections in the context of their parent institutions—primarily to support the institution’s research, teaching, and learning mission. They also build collections that document and preserve the cultural and scientific heritage of our society to represent a wide range of perspectives. In these efforts, universities and their libraries are developing approaches that address calls for greater diversity, equity, and inclusion (DEI) with a focus on creating space for and the perspectives of historically marginalized groups.

In August 2020, with funding from the Institute of Library and Museum Services (IMLS), Ithaka S+R launched an 18-month research project to examine and assess the sustainability of these third-party digital preservation systems. In addition to a broad examination of the landscape, we more closely studied eight systems: APTrust, Archivematica, Arkivum, Islandora, LIBNOVA, MetaArchive, Samvera and Preservica.

Ithaka S+R was commissioned by the Association of Research Libraries (ARL) and the Canadian Association of Research Libraries (CARL) to examine the strategic directions of research universities with the objective of identifying common themes that research libraries can consider in aligning to advance the research and learning mission both individually and collectively. This project draws on interviews and other forms of engagement conducted in 2021 with more than 60 university leaders across research libraries in the US and Canada.

As clusters of state-of-the-art instruments and research enablement services, research cores are not only the cornerstone of research activities at university campuses but also critical assets that provide competitive differentiation for their host institutions. However, these research cores are highly expensive for academic institutions to manage. Despite the growing recognition and impact of these research cores, there are few studies that describe the business models for sustaining and funding research cores or their increasing significance to the larger academic community.

Across American higher education, institutional consolidations are on the rise. In particular, multiple state systems have proposed or completed mergers of regional universities and/or community colleges with the stated goal of increasing efficiency. The conditions prompting these consolidations have been mounting for years—among them a long-term downward trend in state support for higher education and demographic shifts away from traditional-aged college students, especially in rural areas where numerous public institutions are located. With the COVID-19 pandemic and the resulting recession…

In 2017 to 2018, the University of Wisconsin (UW) System undertook a major consolidation, removing its two-year college campuses from a standalone sub-system known as the UW Colleges and merging them with nearby four-year UW institutions. The system-level motivation for doing so, in a state undergoing a demographic shift with an aging population, was ultimately budgetary, even if specific savings were not promised. The receiving universities followed several different models for their mergers, some of which appear to have been…

The United States university sector’s research enterprise is an important national asset. It is highly competitive and highly innovative in ordinary times, and during the past year plagued by coronavirus it pivoted quickly to conduct urgently needed research on a new threat. Beyond its national and international significance, the research enterprise is also an enormous asset—intellectually and financially—for each of the individual universities with a major stake in it. At the high level, the pandemic may seem not to have…

The research enterprise continues to grow more complex, competitive, interdisciplinary, and interinstitutional. Although academic research often is conducted in a distributed and grassroots manner, the senior research officer (SRO) plays an increasingly central and unifying role in stewarding research activities and shaping institutional policies and strategies. The SRO—who often holds the title of vice president, vice provost, or vice chancellor for research—typically holds responsibilities including overseeing external funding, institutional research safety and compliance, core research facilities, and research ethics and…

As membership organizations with revenues typically derived from a combination of publications, meetings, and dues, scholarly societies have faced distinctive challenges, as well as opportunities, in navigating the pandemic. To explore these, we spoke with chief executives and chief publishing officers at 12 large and small societies, some focused on the humanities and social sciences, others on the STEM fields. We were interested in how the various sources of activity and value for scholarly societies were being impacted…

The practice of science has always been a fundamentally international activity. Even during periods of substantial geopolitical splits—such as the Cold War—science has broadly continued its international communication and even collaboration. In the post-Cold War period, science has globalized to a substantial degree. However, the looming geopolitical split between China and many of the liberal and democratic nations including Australia, India, Japan, the United Kingdom, and the United States, as well as European Union members, raises questions about…

The COVID-19 pandemic and associated disruptions have had a major impact on the US academic research enterprise. This report provides a landscape review of what is known about these impacts, from March through mid-October 2020, with an aim of identifying gaps that should be addressed. Our focus is on externally funded research, and therefore we emphasize STEM fields almost exclusively. As a result, we also focus on the largest research universities, which conduct an outsized share of this research and…

In 2018, OhioLINK engaged its membership to envision a constellation of platforms and applications that would take the next step beyond “next-generation” commercial integrated library systems (ILS). This paper is the result of that process. The business of higher education, as it relates to libraries, is amid continued and drastic change. Managing collections is now but one aspect of library management. Libraries support teaching, affordable learning, and innovative research. They are managing services and products, online and off, amid expanding…

On July 11-12th, 2019, with the generous financial support of the Alfred P. Sloan Foundation, and together with project partners Ithaka S+R and LYRASIS, Copyright Advisory Services at Columbia University Libraries held roundtable discussions as a second phase of research to determine how to structure and implement a professional development copyright education initiative for cultural heritage professionals working in libraries, archives, and museums. In particular, the purpose of these discussions was to examine whether there might be a way to…

In the face of evolving user needs, many academic libraries are reimagining the services they offer. As instruction moves online, how can libraries best provide support for teaching and learning? As research becomes more reliant on data, computation, and collaboration, where can libraries best add value? As colleges welcome more diverse student populations and greater contingent faculty labor to campus, what is the library’s role? As budgets shrink, how should a library prioritize which resources and services to provide?…

The career trajectory of art museum directors typically gives them deep exposure to, at most, a handful of institutional settings. While museum directors connect through leadership meetings such as those we host at the Association of Art Museum Directors (AAMD), and thereby learn from one another, few have the opportunity to assemble a system-wide perspective on how changes in strategy might, or perhaps should, affect their institutional leadership. Given the strategic transformations that many art museums are undertaking or considering,…