Organizational Approaches to Electronic Resource Acquisition

Kulp, Christina; Rupp‐Serrano, Karen

doi:10.1300/j105v30n04_02

Cited by 11 publications

(6 citation statements)

References 12 publications

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“…Such e-resources acquisitions can be a very complex process. “Materials budget, acquisitions decision making, and workflow coordination all have important roles to play in the process” (Kulp and Rupp-Serrano, 2005).…”

Section: Pad Using Arismentioning

confidence: 99%

Process architecture development using Riva and ARIS: comparative study

Tbaishat

2018

BPMJ

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Purpose Business process modeling has been given great attention due to its crucial role in developing computer-based systems that support (and automate) organizational processes. In information systems, building the right process architecture is vital, since a poor division of organizational processes can lead to complex designs or incoherent structure. Moreover, process architecture acts as a “big picture” of what the organization does, and represents dynamic relationships between the existing processes, which, in turn, helps understand how the organization works (Ould, 2005). The paper aims to discuss these issues. Design/methodology/approach This paper discusses the derivation of a process architecture diagram (PAD) using the Riva method in detail, in contrast to the PAD developed using Architecture of Integrated Information Systems (ARIS). The information system selected as an example for this comparative study is in the context of academic libraries, embedding various yet generic library processes. Findings Organizational process architecture provides a basis for business management, based on specific framework supported by integrated tools and methods (Kozina, 2006). ARIS and Riva process architecture methods can be used to visualize and document organizational processes. Understanding the merits and weaknesses of each method is essential to identify possible areas of application. Research limitations/implications The processes selected were generic in most academic libraries not taking into consideration special personalized processes. These can be added though. Practical implications Both techniques are feasible and can be used to view and analyze library processes, allowing bridging the gap between theory and practice. Originality/value A number of process architecture methods are available, however, few studies focused on assessing these methods, and comparing some of them to find out how easy they are to be used in particular contexts, and whether they can be standardized.

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Section: Pad Using Arismentioning

confidence: 99%

Process architecture development using Riva and ARIS: comparative study

Tbaishat

2018

BPMJ

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“…16 Whatever method a library uses, strict attention is necessary. If cost data are tracked in an Electronic Resource Management System (ERMS), there will be less dependence on separate fund codes.…”

Section: Databases and E-journal Packagesmentioning

confidence: 99%

“The Commitment Problem”: Spending to Zero to Maximize the Efficiency of the Collections Budget

Cleary¹

2015

LRTS

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The difficulty for a library to spend their collections budget efficiently is a timeless problem. The diversity of a typical budget, with its mix of one-time and continuing funds, for an array of resources that have both regular and sometimes irregularM ost historically underfunded libraries pursue additional funding for their collection development budgets. During this process, university administrators may question why collection funds are not spent by a seemingly high percentage. They may reject the standard response to the question about the level of carryover, or cash balance, which identifies unpaid firm orders as the problem. Unless the library records commitments in the same system that is used by university budget personnel, they will appear as unspent cash. The resulting carryover largely represents outstanding orders, plus excess cash, and illustrates that acquisitions processes are not necessarily clear cut. This paper explores a method to achieve a less-than-zero cash balance, a requirement that one library budget manager called "unlikely."1 Librarians responsible for collections funds can apply these methods to any size budget. Depending on the particular situation, the net result of the close attention paid to commitments (encumbrances) and cash balance will be the maximum efficient use of funds.2 The methods the author describes were developed following nine years of meeting the goal to spend the collections budget as close to zero as possible. Results have varied, but it is possible to achieve a zero-percent cash balance (rounded), even with a negative final balance.Robert M. Cleary (rmcleary@syr.edu) is the Head of Acquisitions and Cataloging at Syracuse University Libraries

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“…125 Kulp and Rupp-Serrano surveyed LRTS 55 (4) the Greater Western Library Alliance and found that many libraries were experimenting with decision-making processes and organizational practices regarding electronic resources. 126 Cassell and colleagues developed guidelines for gifts, a category of materials that is perennially problematic. 127 On-demand acquisition using interlibrary loan (ILL) user requests to trigger acquisition procedure and books-ondemand programs received attention.…”

Section: Selection Processes and Toolsmentioning

confidence: 99%