Librarian Career DevelopmentTable of Contents for Librarian Career Development. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0968-0810/vol/7/iss/12?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLibrarian Career DevelopmentEmerald Publishing LimitedLibrarian Career DevelopmentLibrarian Career Developmenthttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/d48d9783fee1f1e84a5acbd98169d047/UNKNOWNhttps://www.emerald.com/insight/publication/issn/0968-0810/vol/7/iss/12?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDoes culture create new jobs in the information society?https://www.emerald.com/insight/content/doi/10.1108/EUM0000000005237/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe demand for professionals qualified for handling multimedia services and products has increased significantly in recent years and today there is a lack of staff with competencies corresponding to the demands of the information society in most businesses. However, new competencies are needed if new and interesting products are to be developed in order to make business prosperous. This is also an important issue for the cultural sector which needs to re‐qualify staff in order to compete with other businesses on the provision of information. This implies that information professionals and knowledge workers must be educated and further trained, requiring a qualification campaign on a broad basis. New qualifications are needed within the traditional cultural industries and institutions ‐ people with technical skills as well as readiness for lifelong learning ‐ if the new possibilities and challenges are to be met.Does culture create new jobs in the information society?
Ingo‐Eric M. Schmidt‐Braul
Librarian Career Development, Vol. 7, No. 12, pp.127-142
The demand for professionals qualified for handling multimedia services and products has increased significantly in recent years and today there is a lack of staff with competencies corresponding to the demands of the information society in most businesses. However, new competencies are needed if new and interesting products are to be developed in order to make business prosperous. This is also an important issue for the cultural sector which needs to re‐qualify staff in order to compete with other businesses on the provision of information. This implies that information professionals and knowledge workers must be educated and further trained, requiring a qualification campaign on a broad basis. New qualifications are needed within the traditional cultural industries and institutions ‐ people with technical skills as well as readiness for lifelong learning ‐ if the new possibilities and challenges are to be met.]]>
Does culture create new jobs in the information society?10.1108/EUM0000000005237Librarian Career Development1999-12-01© 1999 Ingo‐Eric M. Schmidt‐BraulLibrarian Career Development7121999-12-0110.1108/EUM0000000005237https://www.emerald.com/insight/content/doi/10.1108/EUM0000000005237/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999
Ahead of the gamehttps://www.emerald.com/insight/content/doi/10.1108/09680819910309476/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe paper looks at issues and trends in the building of a learning organisation for the coming century. There is initial consideration of the concept of the “hybrid library”, a phrase descriptive of the current evolutionary stage as perceived by British academic libraries, and some analysis of what this implies for the future skills requirement of information workers. Mechanisms for ensuring cyclic training and development are described, principally addressing the concepts of investment in people and organisational culture; here there is an exploration of externally administered formal schemes to assess commitment, planning, action and evaluation in relation to training programmes, the effectiveness of which is judged in terms of meeting business goals; and gauge cultural awareness within an organisation. Finally, there is some consideration of the leadership role of the library and information service director, including the availability of preparatory and ongoing leadership training.Ahead of the game
Alasdair Paterson
Librarian Career Development, Vol. 7, No. 12, pp.143-149
The paper looks at issues and trends in the building of a learning organisation for the coming century. There is initial consideration of the concept of the “hybrid library”, a phrase descriptive of the current evolutionary stage as perceived by British academic libraries, and some analysis of what this implies for the future skills requirement of information workers. Mechanisms for ensuring cyclic training and development are described, principally addressing the concepts of investment in people and organisational culture; here there is an exploration of externally administered formal schemes to assess commitment, planning, action and evaluation in relation to training programmes, the effectiveness of which is judged in terms of meeting business goals; and gauge cultural awareness within an organisation. Finally, there is some consideration of the leadership role of the library and information service director, including the availability of preparatory and ongoing leadership training. ]]>
Ahead of the game10.1108/09680819910309476Librarian Career Development1999-12-01© 1999 Alasdair PatersonLibrarian Career Development7121999-12-0110.1108/09680819910309476https://www.emerald.com/insight/content/doi/10.1108/09680819910309476/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999
Managing electronic reserveshttps://www.emerald.com/insight/content/doi/10.1108/09680819910309494/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDigital services can solve some problems facing print‐based academic libraries. They also provide opportunities for librarians to become proactive by adopting pivotal roles in shaping their institutions’ teaching and learning strategies. Digital collections take information outside libraries’ physical confines. As managers of digital information systems, librarians cannot remain mere intermediaries, though some find that digital collections present unwanted learning challenges and threats to current working practices. Librarians must develop new roles and working practices and initiate the cultural changes that will alter others’ perceptions of them. An electronic collection can underpin current pedagogic styles, initiate new teaching and learning practices and support lifelong learning skills through the close collaboration and interchange of professional academic and librarian roles. The potentiality of such collaboration is currently being explored through the expansion of the ResIDe Electronic Library at the University of the West of England, Bristol.Managing electronic reserves
Christine Dugdale
Librarian Career Development, Vol. 7, No. 12, pp.150-163
Digital services can solve some problems facing print‐based academic libraries. They also provide opportunities for librarians to become proactive by adopting pivotal roles in shaping their institutions’ teaching and learning strategies. Digital collections take information outside libraries’ physical confines. As managers of digital information systems, librarians cannot remain mere intermediaries, though some find that digital collections present unwanted learning challenges and threats to current working practices. Librarians must develop new roles and working practices and initiate the cultural changes that will alter others’ perceptions of them. An electronic collection can underpin current pedagogic styles, initiate new teaching and learning practices and support lifelong learning skills through the close collaboration and interchange of professional academic and librarian roles. The potentiality of such collaboration is currently being explored through the expansion of the ResIDe Electronic Library at the University of the West of England, Bristol. ]]>
Managing electronic reserves10.1108/09680819910309494Librarian Career Development1999-12-01© 1999 Christine DugdaleLibrarian Career Development7121999-12-0110.1108/09680819910309494https://www.emerald.com/insight/content/doi/10.1108/09680819910309494/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999
Training for the new library networkhttps://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTraining for the new library networkTraining for the new library network
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Training for the new library network10.1108/lcd.1999.10207lab.001Librarian Career Development1999-12-01© 1999 Librarian Career Development7121999-12-0110.1108/lcd.1999.10207lab.001https://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999
National training organisation for information serviceshttps://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestNational training organisation for information servicesNational training organisation for information services
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National training organisation for information services10.1108/lcd.1999.10207lab.002Librarian Career Development1999-12-01© 1999 Librarian Career Development7121999-12-0110.1108/lcd.1999.10207lab.002https://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999
The information world in a nutshellhttps://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe information world in a nutshellThe information world in a nutshell
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The information world in a nutshell10.1108/lcd.1999.10207lab.003Librarian Career Development1999-12-01© 1999 Librarian Career Development7121999-12-0110.1108/lcd.1999.10207lab.003https://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999
Website for Branching Outhttps://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWebsite for Branching OutWebsite for Branching Out
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Website for Branching Out10.1108/lcd.1999.10207lab.004Librarian Career Development1999-12-01© 1999 Librarian Career Development7121999-12-0110.1108/lcd.1999.10207lab.004https://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999
Training eventshttps://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTraining eventsTraining events
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Training events10.1108/lcd.1999.10207lab.005Librarian Career Development1999-12-01© 1999 Librarian Career Development7121999-12-0110.1108/lcd.1999.10207lab.005https://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lab.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999
Internet editorialhttps://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lag.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestInternet editorialInternet editorial
Ann Siswell
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Internet editorial10.1108/lcd.1999.10207lag.001Librarian Career Development1999-12-01© 1999 Ann SiswellLibrarian Career Development7121999-12-0110.1108/lcd.1999.10207lag.001https://www.emerald.com/insight/content/doi/10.1108/lcd.1999.10207lag.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1999