Strategic Issues in University Management

In this paper we will discuss developments in the field of scientific information with the aim to determine and analyse some of the pertinent strategic issues related to higher education (HE) as seen from the stakeholder perspective of the university and its management

Visualisation of the information resources for cell biology

Intelligent multimodal interfaces can facilitate scientists in utilising available information resources. Combining scientific visualisations with interactive and intelligent tools can help create a “habitable” information space. Development of such tools remains largely iterative. We discuss an ongoing implementation of intelligent interactive visualisation of information resources in cell biology

University-publisher relationship revisited : ,Policy statement by academic libraries on the pricing of scholarly journals'

The consortium of Dutch universities, the Dutch Royal Library and the Netherlands Institute for Scientific Information have summer 1999 developed and implemented a new strategy in its relationship to scientific publishing houses. The gist of the strategy is that the consortium in discussing license agreements for scholarly journals has given priority to fundamental strategic issues over negotiating financial terms. Fundamental issues include copyright and exploitation rights in relation to university (pre-print) document servers, and experimenting with new business models for a distributed electronic publishing environment. Such a business model should take into account cashflow both ways between universities and publishers. The strategy will be discussed in detail and first negotiation results of negotiations with main publishers will be reported

The split between availability and selection. Business models for scientific information, and the scientific process?

The Berlin declaration on Open Access to Knowledge in the Sciences and Humanities has resulted in a strong impetus in the discussion on business models, and in particular the model of open access. A business model is defined as just the organisation of property. Consequently, business models for scientific information are discussed on the premise that any such business model should primarily produce added value for the scientific process next to commercial value for the research institution or intermediary acting as publisher. Furthermore, any business model should be sustainable. Scientific information is thus considered an integral part of the scientific process. It is not an end product but an intermediary product subject to scientific scrutiny. The final goal is to integrate the information into the scientific process. To this end, scientific information should be widely available for selection by the user as common property. Two basic business models emerge: one with the focus on added value as selection by the user known as the ‘subscription model’; and another one with the focus on wide availability known as the ‘open access’ model. Both in the subscription model as in the open access model it is the scientific community that invests. In the subscription model scientific information is more considered as external to the scientific process in a consumer type model, while in the open access model scientific information is more seen as internal, as necessary acquisition costs for the scientific process. In the subscription model there is less incentive for broad availability of information whereas in the open access model there is less incentive to develop and maintain added value services to facilitate the selection by the reader. The organisation of property is a condition sine qua non. Although common property, the information is owned by the author claiming this property by the act of publication. Core to this claim of property is peer review being therefore core to any business model. The author is interested in protecting his moral rights against plagiarism; the publisher is interested in protecting the added value against commercial abuse. It is suggested that open access repositories could boost if repository management would guarantee protection of the moral rights of the author. In this way, the protection to the two main infringements could be split over different stakeholders. This would also allow separating the responsibility for availability coupled with peer review as a basic service from added value services coupled to selection at an optional charge. In the end, any business model has to fulfill the basic idea that scientific information is not there just for the record as a commodity, but is there to be used in research and teaching: scientific information has no value in itself

Knowledge transfer activities of scientists in nanotechnology

In this paper, we present a theory of strategic positioning that explains scientists’ strategic behavior in knowledge transfer from university to industry. The theory is based on the drivers strategic interdependence and organizational autonomy and entails three modes of behavior of scientists: mode1, mode2, and mode3 (the research entrepreneur). The results of an empirical study conducted at a research institute for nanotechnology show that, to increase the likelihood of scientists engaging in knowledge transfer to industry, scientists need to have a high need for autonomy (expressed in decision-making on collaboration with industry and join research projects) and a high need for interdependence (expressed in the need for resources such as knowledge, skills, facilities, etc.). Scientists’ academic and industry orientations do not change the effect of the strategic positioning theory on the likelihood of engagement with industry, nor the likelihood of knowledge transfer. The strategic positioning theory explains 43 % of the variance, i.e. there is a firm foundation for managerial practices for different scientist modes of strategic behavior