Search (12 results, page 1 of 1)

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Content

Vgl. auch: Library resources and technical services. 50(2006) no.1, S.xx-xx.

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Abstract

The destabilizing influences of the Web, widespread ownership of personal computers, and rising computer literacy have created an era of discontinuous change in research libraries a time when the cumulated assets of the past do not guarantee future success. The library catalog is such an asset. Today, a large and growing number of students and scholars routinely bypass library catalogs in favor of other discovery tools, and the catalog represents a shrinking proportion of the universe of scholarly information. The catalog is in decline, its processes and structures are unsustainable, and change needs to be swift. At the same time, books and serials are not dead, and they are not yet digital. Notwithstanding widespread expansion of digitization projects, ubiquitous e-journals, and a market that seems poised to move to e-books, the role of catalog records in discovery and retrieval of the world's library collections seems likely to continue for at least a couple of decades and probably longer. This report, commissioned by the Library of Congress (LC), offers an analysis of the current situation, options for revitalizing research library catalogs, a feasibility assessment, a vision for change, and a blueprint for action. Library decision makers are the primary audience for this report, whose aim is to elicit support, dialogue, collaboration, and movement toward solutions. Readers from the business community, particularly those that directly serve libraries, may find the report helpful for defining research and development efforts. The same is true for readers from membership organizations such as OCLC Online Computer Library Center, the Research Libraries Group, the Association for Research Libraries, the Council on Library and Information Resources, the Coalition for Networked Information, and the Digital Library Federation. Library managers and practitioners from all functional groups are likely to take an interest in the interview findings and in specific actions laid out in the blueprint.

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Abstract

The purpose of this paper is to review the challenges confronting cataloguing as we have known it and to consider how these challenges might be confronted and whether they may be surmounted. The main focus of this paper is on cataloguing rather than the catalogue, although it is obviously difficult to separate one from the other. First of all, what does "cataloguing" mean? For the purposes of this paper I have adopted a broad definition incorporating the following activities: - description of the resource sufficient for purposes of identification and for differentiation from other similar resources - identification and control of access points - identification and control of relationships with other resources - subject analysis of the resource - assignment of subject indexing terms - assignment of classification numbers The challenges facing cataloguing are all too well known. In no particular order, the major challenges are: - Increasing inputs - New kinds of information resource - Competition from other mediation services. - Perception that cataloguing is high cost and offers poor value for money. - Fiscal constraints - Declining workforce This is a daunting list. We have a choice, we could, to paraphrase John Lennon, "Turn off our minds, relax and float down stream", until we retire, take voluntary redundancy, or retrain as marketing consultants; or, we can choose to confront these challenges and consider what they really mean for cataloguing.

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Abstract

The impetus for this essay is the library community's uncertainty regarding the present and future direction of the library catalog in the era of Google and mass digitization projects. The uncertainty is evident at the highest levels. Deanna Marcum, Associate Librarian for Library Services at the Library of Congress (LC), is struck by undergraduate students who favor digital resources over the online library catalog because such resources are available at anytime and from anywhere (Marcum, 2006). She suggests that "the detailed attention that we have been paying to descriptive cataloging may no longer be justified ... retooled catalogers could give more time to authority control, subject analysis, [and] resource identification and evaluation" (Marcum, 2006, 8). In an abrupt about-face, LC terminated series added entries in cataloging records, one of the few subject-rich fields in such records (Cataloging Policy and Support Office, 2006). Mann (2006b) and Schniderman (2006) cite evidence of LC's prevailing viewpoint in favor of simplifying cataloging at the expense of subject cataloging. LC commissioned Karen Calhoun (2006) to prepare a report on "revitalizing" the online library catalog. Calhoun's directive is clear: divert resources from cataloging mass-produced formats (e.g., books) to cataloging the unique primary sources (e.g., archives, special collections, teaching objects, research by-products). She sums up her rationale for such a directive, "The existing local catalog's market position has eroded to the point where there is real concern for its ability to weather the competition for information seekers' attention" (p. 10). At the University of California Libraries (2005), a task force's recommendations parallel those in Calhoun report especially regarding the elimination of subject headings in favor of automatically generated metadata. Contemplating these events prompted me to revisit the glorious past of the online library catalog. For a decade and a half beginning in the early 1980s, the online library catalog was the jewel in the crown when people eagerly queued at its terminals to find information written by the world's experts. I despair how eagerly people now embrace Google because of the suspect provenance of the information Google retrieves. Long ago, we could have added more value to the online library catalog but the only thing we changed was the catalog's medium. Our failure to act back then cost the online catalog the crown. Now that the era of mass digitization has begun, we have a second chance at redesigning the online library catalog, getting it right, coaxing back old users, and attracting new ones. Let's revisit the past, reconsidering missed opportunities, reassessing their merits, combining them with new directions, making bold decisions and acting decisively on them.

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Abstract

There is evidence that many individuals and organizations in the library world do not support the work taking place to develop a next generation of the library cataloging rules. The authors describe the tensions existing between those advocating an incremental change to cataloging process and others who desire a bolder library entry into the digital era. Libraries have lost their place as primary information providers, surpassed by more agile (and in many cases wealthier) purveyors of digital information delivery services. Although libraries still manage materials that are not available elsewhere, the library's approach to user service and the user interface is not competing successfully against services like Amazon or Google. If libraries are to avoid further marginalization, they need to make a fundamental change in their approach to user services. The library's signature service, its catalog, uses rules for cataloging that are remnants of a long departed technology: the card catalog. Modifications to the rules, such as those proposed by the Resource Description and Access (RDA) development effort, can only keep us rooted firmly in the 20th, if not the 19th century. A more radical change is required that will contribute to the library of the future, re-imagined and integrated with the chosen workflow of its users.

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Abstract

Popular commercial on-line services such as Google, e-Bay, Amazon, and Netflix have evolved quickly over the last decade to help people find what they want, developing information retrieval strategies such as usefully ranked results, spelling correction, and recommender systems. Online library catalogs (OPACs), in contrast, have changed little and are notoriously difficult for patrons to use (University of California Libraries, 2005). Over the past year (June 2005 to the present), the Melvyl Recommender Project (California Digital Library, 2005) has been exploring methods and feasibility of closing the gap between features that library patrons want and have come to expect from information retrieval systems and what libraries are currently equipped to deliver. The project team conducted exploratory work in five topic areas: relevance ranking, auto-correction, use of a text-based discovery system, user interface strategies, and recommending. This article focuses specifically on the recommending portion of the project and potential extensions to that work.

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Abstract

This is a report by a group "charged to identify current trends that will have a direct impact on cataloging operations and to define possible new roles for the online catalog and cataloging staff at Indiana University." Their one general conclusion after nine months of work is that "The need for cataloging expertise within the I.U. Libraries will not be diminished in the coming years. Rather, catalogers of the future will work in the evolving environment of publishing, scholarly communication, and information technology in new expanded roles. Catalogers will need to be key players in addressing the many challenges facing the libraries and the overall management and organization of information at Indiana University." The report also identifies five strategic directions. The report is an interesting read, and taken with the explosion of related reports (e.g., Calhoun's report to the Library of Congress cited in this issue, the UC Bibliographic Services TF Report), adds yet another perspective to the kinds of changes we must foster to create better library services in a vastly changed environment.

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Abstract

The Drawings of The Florentine Painters project created the first online database of Florentine Renaissance drawings by applying Linked Open Data (LOD) techniques to a foundational text of the same name, first published by Bernard Berenson in 1903 (revised and expanded editions, 1938 and 1961). The goal was to make Berenson's catalog information-still an essential information resource today-available in a machine-readable format, allowing researchers to access the source content through open data services. This paper provides a technical overview of the methods and processes applied in the conversion of Berenson's catalog to LOD using the CIDOC-CRM ontology; it also discusses the different phases of the project, focusing on the challenges and issues of data transformation and publishing. The project was funded by the Samuel H. Kress Foundation and organized by Villa I Tatti, The Harvard University Center for Italian Renaissance Studies. Catalog: http://florentinedrawings.itatti.harvard.edu. Data Endpoint: http://data.itatti.harvard.edu.

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Abstract

The future of bibliographic control will be collaborative, decentralized, international in scope, and Web-based. Its realization will occur in cooperation with the private sector, and with the active collaboration of library users. Data will be gathered from multiple sources; change will happen quickly; and bibliographic control will be dynamic, not static. The underlying technology that makes this future possible and necessary-the World Wide Web-is now almost two decades old. Libraries must continue the transition to this future without delay in order to retain their relevance as information providers. The Working Group on the Future of Bibliographic Control encourages the library community to take a thoughtful and coordinated approach to effecting significant changes in bibliographic control. Such an approach will call for leadership that is neither unitary nor centralized. Nor will the responsibility to provide such leadership fall solely to the Library of Congress (LC). That said, the Working Group recognizes that LC plays a unique role in the library community of the United States, and the directions that LC takes have great impact on all libraries. We also recognize that there are many other institutions and organizations that have the expertise and the capacity to play significant roles in the bibliographic future. Wherever possible, those institutions must step forward and take responsibility for assisting with navigating the transition and for playing appropriate ongoing roles after that transition is complete. To achieve the goals set out in this document, we must look beyond individual libraries to a system wide deployment of resources. We must realize efficiencies in order to be able to reallocate resources from certain lower-value components of the bibliographic control ecosystem into other higher-value components of that same ecosystem. The recommendations in this report are directed at a number of parties, indicated either by their common initialism (e.g., "LC" for Library of Congress, "PCC" for Program for Cooperative Cataloging) or by their general category (e.g., "Publishers," "National Libraries"). When the recommendation is addressed to "All," it is intended for the library community as a whole and its close collaborators.
The Library of Congress must begin by prioritizing the recommendations that are directed in whole or in part at LC. Some define tasks that can be achieved immediately and with moderate effort; others will require analysis and planning that will have to be coordinated broadly and carefully. The Working Group has consciously not associated time frames with any of its recommendations. The recommendations fall into five general areas: 1. Increase the efficiency of bibliographic production for all libraries through increased cooperation and increased sharing of bibliographic records, and by maximizing the use of data produced throughout the entire "supply chain" for information resources. 2. Transfer effort into higher-value activity. In particular, expand the possibilities for knowledge creation by "exposing" rare and unique materials held by libraries that are currently hidden from view and, thus, underused. 3. Position our technology for the future by recognizing that the World Wide Web is both our technology platform and the appropriate platform for the delivery of our standards. Recognize that people are not the only users of the data we produce in the name of bibliographic control, but so too are machine applications that interact with those data in a variety of ways. 4. Position our community for the future by facilitating the incorporation of evaluative and other user-supplied information into our resource descriptions. Work to realize the potential of the FRBR framework for revealing and capitalizing on the various relationships that exist among information resources. 5. Strengthen the library profession through education and the development of metrics that will inform decision-making now and in the future. The Working Group intends what follows to serve as a broad blueprint for the Library of Congress and its colleagues in the library and information technology communities for extending and promoting access to information resources.

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Abstract

According to the Calhoun report, library operations that are not digital, that do not result in resources that are remotely accessible, that involve professional human judgement or expertise, or that require conceptual categorization and standardization rather than relevance ranking of keywords, do not fit into its proposed "leadership" strategy. This strategy itself, however, is based on an inappropriate business model - and a misrepresentation of that business model to begin with. The Calhoun report draws unjustified conclusions about the digital age, inflates wishful thinking, fails to make critical distinctions, and disregards (as well as mischaracterizes) an alternative "niche" strategy for research libraries, to promote scholarship (rather than increase "market position"). Its recommendations to eliminate Library of Congress Subject Headings, and to use "fast turnaround" time as the "gold standard" in cataloging, are particularly unjustified, and would have serious negative consequences for the capacity of research libraries to promote scholarly research.

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Abstract

A Virtual union catalog is a possible alternative to the centralized database of distributed resources found in many library systems. Such a catalog would not be maintained in a single location but would be created in real time by searching each local campus or affiliate library's catalog through the Z39.50 protocol. This would eliminate the redundancy of record storage as well as the expense of loading and maintaining access to the central catalog. This article describes a test implementation of a virtual union catalog for the University of California system. It describes some of the differences between the virtual catalog and the existing, centralized union catalog (MELVYL). The research described in the paper suggests enhancements that must be made if the virtual union catalog is to become a reasonable service alternative to the MELVYL® catalog.

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Abstract

Every standard embodies a particular set of values. Some aspects are privileged while others are masked. Values embedded within knowledge organization standards have special import in that they are further perpetuated by the data they are used to generate. Within libraries, descriptive catalog codes serve as prominent knowledge organization standards, guiding the creation of resource representations. Though the historical and functional aspects of these standards have received significant attention, less focus has been placed on the values associated with such codes. In this study, a critical, historical analysis of ten Anglo-American descriptive catalog codes and surrounding discourse was conducted as an initial step towards uncovering key values associated with this lineage of standards. Two values in particular were found to be highly significant: authority and universalism. Authority is closely tied to notions of power and control, particularly over practice or belief. Increasing control over resources, identities, and viewpoints are all manifestations of the value of authority within descriptive codes. Universalism has guided the widening coverage of descriptive codes in regards to settings and materials, such as the extension of bibliographic standards to non-book resources. Together, authority and universalism represent conventional values focused on facilitating orderly social exchanges. A comparative lack of emphasis on values concerning human welfare and empowerment may be unsurprising, but raises questions concerning the role of human values in knowledge organization standards. Further attention to the values associated with descriptive codes and other knowledge organization standards is important as libraries and other institutions seek to share their resource representation data more widely