The business of collaboration and electronic collection development

Abstract

Purpose

Strategic business partnerships inform business faculty‐librarian (BFL) collaborations. This paper seeks to address how the motivations for business partnerships and faculty‐librarian collaborations are similar. A conceptual model suggests that the depth of the BFL relationship significantly enhances electronic collection development outcomes.

Design/methodology/approach

Literature concerning strategic business alliances, faculty‐librarian collaborations, and collection development was examined to determine whether principles that are applied to strategic business alliances can also be applied to BFL collaborations. A case‐in‐point is included for illustration.

Findings

Specific principles of strategic business partnerships can be applied to BFL collaborations aimed at improving electronic collection development. In addition, driving forces such as assessment, communication, and technology influence the nature of alliances across the business and academic arenas.

Originality/value

The findings are significant because they demonstrate how BFL collaborations can be made more effective through the application of business principles. BFL collaborations can positively influence electronic collection development in a variety of ways. The paper offers a new and unique conceptual model that improves understanding of the nature and depth of BFL collaborations in the context of electronic collection development. This paper will be of interest to business faculty in particular and faculty in general, and librarians working in diverse library settings, especially librarians aligned with management and business departments. Librarians in management positions will likely find this information useful as a means to increase faculty‐librarian collaboration across all disciplines.

Citation

Harper, T. and Norelli, B.P. (2007), "The business of collaboration and electronic collection development", Collection Building, Vol. 26 No. 1, pp. 15-19. https://doi.org/10.1108/01604950710721557