The core idea of the Millennium Ecosystem Assessment is that the human condition is tightly linked to environmental condition. This assertion suggests that conservation and development projects should be able to achieve both ecological and social progress without detracting from their primary objectives. Whereas “win–win” projects that achieve both conservation and economic gains are a commendable goal, they are not easy to attain. An analysis of World Bank projects with objectives of alleviating poverty and protecting biodiversity revealed that only 16% made major progress on both objectives. Here, we provide a framework for anticipating win–win, lose–lose, and win–lose outcomes as a result of how people manage their ecosystem services. This framework emerges from detailed explorations of several case studies in which biodiversity conservation and economic development coincide and cases in which there is joint failure. We emphasize that scientific advances around ecosystem service production functions, tradeoffs among multiple ecosystem services, and the design of appropriate monitoring programs are necessary for the implementation of conservation and development projects that will successfully advance both environmental and social goals. The potentially bright future of jointly advancing ecosystem services, conservation, and human well-being will be jeopardized unless a global monitoring effort is launched that uses the many ongoing projects as a grand experiment.
PurposeThe purpose of this paper is to: address how the library middle management role has changed; assist middle managers in identifying new opportunities and broadening their horizon within middle management; offer strategies for middle managers to be more efficient and effective in the changing era; and lay out the challenges middle managers are facing to further discussions.Design/methodology/approachBoth authors have been middle managers for many years and are experiencing the change from the traditional roles. As the new roles are emerging, the authors have done literature reviews in order to understand what factors have caused the changes, how middle managers can deal with these changes, and identify the challenges they will face. Through research, the authors have also studied how business managers handle changes and identify areas from which library middle managers can gain insight.FindingsThe authors identify the causes of the changes that impact middle managers in academic libraries, through evaluation of day‐to‐day experiences and literature research.Research limitations/implicationsSince this is a new trend, the data are difficult to collect and the best practices are still under development in many academic libraries. Research implications are in the new roles for middle managers, including roles in communication channels, management teams, collaboration, and responsibilities.Practical implicationsThe authors identify the new roles in middle management in a few areas: communication, management teams, collaboration, and responsibilities. The paper also outlines keys for being effective in middle management, including total quality management, staff readiness, and thinking outside of the box.Originality/valueThe paper addresses the cause of the changing roles for middle management and the specific impact that these changes are having on middle managers. This paper also identifies the new roles being undertaken by middle managers.
Today, accessing world information via search engines and discovery tools has changed how researchers and information users employ library resources eliciting their expectation for traditional library services. Additionally, social networking and wireless personal devices have created convenient new ways for people to obtain, produce, and share information instantaneously. The library is no longer the center that researchers must rely on to access information and research materials. This indeed has propelled the transformation of Access Services. Balancing emerging services and core services to meet the new expectations and demands of our users in the new era has become a major challenge for Access Services and for public services managers. In the new era, Access Services supports "many services to many users" onsite and online simultaneously, customer-driven one-stop service, along with seamless and embedded services. This article articulates the changing process in Access Services since the first transformation wave in the 1990s, identifies the new service dimensions of the most recent Access Services transformation wave, addresses the roles and challenges of Access Services managers and discusses service management issues in the transformation process.
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