Date submitted: 20/05/2009

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Document Supply and Electronic Course Reserves: Two Services, One Pattern

Anna Vaglio Università Bocconi Library Milan, Italy

Meeting: 143. Document Delivery and Resource Sharing Section

WORLD LIBRARY AND INFORMATION CONGRESS: 75TH IFLA GENERAL CONFERENCE AND COUNCIL 23-27 August 2009, Milan, Italy

http://www.ifla.org/annual-conference/ifla75/index.htm

Abstract The paper shows how a university library Document Supply (DS) service can re-use its workflow and skills in building and developing Electronic Course Reserves (ECR). The context (Bocconi University, Milan) is examined and DS service characteristics are analysed. DS and ECR workflows are compared: their pattern is the same. But the final result is different: DS delivers the document to the user and ECR places it online. This means that the scheme “one librarian/one user” becomes “the library/the university community”. Millennium ERM module customisation is also explained, copyright and licences issues are analysed.

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1. Introduction Three actors play on the Document supply set: the library user, the first librarian (borrower), the second librarian (lender). Books and copies are moved from one library to another, upon request of a user. There is something still fascinating me in this moving of books from one library to another one: bookmarks forgot in books by unknown readers or old loan request forms. Echo of other libraries, other towns. But Document supply (from now on DS) is changing continuously. In the last ten years every article about DS developments fluctuated between celebrating the end of DS, because of the increasing number of electronic documents available in the public domain or in the electronic periodical commercial databases, and describing the new roles DS had the opportunity to assume. For example, in 2001, Graham Cornish gave DS a role of digital objects provider, defining a “third dimension” of document supply. And in 2005, after only four years Dehlez reviewed Dekker and Waaijers theory of DD requirements in the light of the rapid evolution of technology applied to DS service. Beyond its traditional role and tools (resource sharing, policy agreements, delivery methods, IFLA vouchers) DS is frequently involved in creating new library services. In fact, my story tells how in a large university library in Milan, Italy, the DS department participated in the starting up of an Electronic Course Reserves service, improving its consolidated tools and using its “prototypical tasks” (Kwan, Balasubramanian : 1997). It is not a story of a library service re-engineering, but a case of organizational pattern re-using. Business workflow models helped us to improve our resources and our experience. As Marilyn Mitchell writes in the introduction of a recent report, libraries “may borrow techniques from the business world” but to improve “services, rather than profit” (Mitchell: 2007). The paper is organised as follows. First I’ll provide a description of DS department borrowing activity in Bocconi. Then I will explain how DS department has been involved in the start up of the Electronic Course reserves, and how it faced the change. In particular, I’ll compare different workflows. A paragraph will describe the legal implications of the new service and how Millennium ERM has been customized in order to manage ECR materials licences. In the end, I’ll try to define which skills DS department improved, and which perspective for the future they see.

2. The institutional context Bocconi Library is a large Italian university library, specialising in economics, law and business. It has been founded at the beginning of XX century by Ferdinando Bocconi - a local entrepreneur– in memory of his son, Luigi, dead in Ethiopia, during one of the Italian colonial wars. The aim of the founder (and of the intellectual and business environment that supported his project) was to introduce economic and business studies in an Italian University. In fact, at that time, economics was studied inside Law faculties or at a lower level of the educational system. Economics was still considered in a technical perspective, not in a scientific and academic context. The Bocconi project acknowledged autonomy and status to business and economics studies in Italy. It was a consequence of the “lecture economique du monde” (Musiedlak: 1990) due to the structural changes in European societies at the end of XIX century. The library was founded immediately after the university was established. At the beginning donations and gifts were the main sources for collection development, but because of the “secret strength of the book that calls other books” (Bagiotti: 1952) in a few years the library rapidly acquired books and periodicals, to build an interesting and wide collection of social sciences literature. Now it holds about 700000 books and 12000 periodical titles, rare books and also some

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manuscripts. 52 people work in the library to provide cataloguing, loan, remote access to electronic journals and databases, interlibrary loan and Document Supply, and reference services.

3. The Document Supply Service context

DS department was born in 1992 as a one-man service. It rapidly developed and in the late 90’s it re-organized its policy and workflow (because of a change in Library management). In 2005, because of the transition from Aleph to Millennium, the DS department integrated its policies and its workflows with the circulation service.

Now, 2 FTE (1 supervisor and 1 operator) and one PTE operator manage about 3000 borrowing and lending transactions per year. DS department has an efficient software for ILL and circulation operations (Millennium ILL module), but we still need to record some of the lending transactions outside the system in a separate database. About 350 users per year ask DS department for 1600 documents (40% books and 60% articles) mainly in English, in the field of social sciences. They are graduate and undergraduate students, scholars and faculty. They largely use our web forms from the library website homepage, or from the electronic resources databases. A small percentage fills in our paper request forms in the office, that is not inside the library, but on the first floor of the same building (a bit too far from the reading rooms). Bocconi students obviously are “digital natives”, so for them the web, sms and social networks often are the first approach to written culture. DS department communicates with them by automatic notices and personalised e-mails all the request turnaround time long. DS department has good relationships with all the services of the Library, to exchange information and documents. Acquisition and periodical departments ask us to support users in case they request out of print books and articles published in periodicals the Library can not subscribe to. Collection management librarian helps us in valuing the condition of the books we lend to other libraries. Reference/Electronic resources users often become ours. If they can not find the full text of the articles searching the bibliographical databases or browsing e-journals (as many university libraries, Bocconi has the problem of embargo) they use the “Find it!” button or the “ArticleFinder” device to ask DS for articles. DS work together with the Circulation department, even if they are still in different places inside the library: they share loan rules and user information, and together they provide an intercampus delivery service, for books and articles copies.

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The administrative secretary supports the department for managing the budget, mailing materials and clears the way for internal bureaucracy. Automation office solves any software problem and gives instructions about Millennium or about Office programs and institutional mail systems. For a long time Library services shared library policies and rules but they were used to performing their tasks separately. ECR, as I’ll try to demonstrate, modified this relationships system.

The main external interlocutors of Bocconi DS service are Italian Libraries (63% of requests sent and 99% of received requests). British Library Document Supply Centre (25% of borrowing requests), University European libraries (9%) American Libraries participating to OCLC. (3%) are net lenders. The standard searching path to locate materials in fact is: the two Italian national catalogues (but we can not send directly requests through them), the Italian Union catalogue of periodicals, the French union catalogue, the German GBV, the British Library, Karlsruhe metaopac, OCLC. Also small documentation centres, authors, commercial suppliers for just-in-case purchases (Reighart and Oberlander: 2008) are contacted. In this case, users keep what DS service has obtained for them. The turnaround time, from the request to the supplying library to the arrival of the documents is 9,4 days for Italian Libraries, 17,3 days for European Libraries and 19 days for OCLC participants. The British Library (BLDSC) has the best performance (6 days) mainly because of the extended use of electronic document delivery.

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4. Document Supply service: actors and tasks Bocconi DS service performs tasks not so different from the ones described by Evans and Omodeo in 1997 for lending and borrowing activity. Lending did not change very much. It still keeps its initial aim (supply other libraries) and tasks. Because of the introduction of electronic document delivery, turnaround times have been shortened. But the nature of the process has not evolved. Borrowing has changed more deeply and for this reason I want to analyse this side of document supply work. Instead of representing it by a flowchart, I’ll use a swimlane diagram. In this type of representation, the actors in the process appear like swimmers in a swimming pool. The main steps of the process and mandatory handoffs are also easily represented.

Figure 1 -DS borrowing swimlane diagram 0 1 2 3 4 5 6 7 8 9 user Sends

request Borrows

returnable/ Keeps not returnable

Returns

Borrowing librarian

Verifies bib/patron data

In Library Not in Library

Notifies patron /End Searches/Locates

Sends request to another library

Receives/ verifies/ Notifies user

Receives/ returns/ refunds

Lending librarian

Receives /process request

Available /sends Not available/ Notifies library /End

Receives

In the diagram, nine steps are represented, from the initial request of the user, to the returning of the book to the lending library. Step 2 (the requested document is/isn’t held by the library) appears crucial in the borrowing swimlane: at this point the process may stop or continue. In the lending swimlane, step 5 (the lender sends/doesn’t send the requested document) is crucial: the borrowing librarian may have to repeat steps 3 and 4 (if he has still time to try a new supplier). Handhoffs concentrates in the middle of the process, when the loan transactions take place. In fact, as the service acts on behalf of a user, step 6 repeats the transaction already made at step 5, step 7 repeats step 8.

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The diagram shows only the basic, decomposable tasks. Possible variations are omitted, in order to understand the framework of the process. This workflow pattern allows DS department to face overloads of work. Even if patrons make too many requests in the same day – for example 10%-20% more than usual – the Department follows this standard workflow, separating the requests in little blocks (no more than five), selecting the best performing lenders (in order to get the materials from the first supplier chosen). The same happens with non standard requests for books published in the XIX century, or reports not circulating in libraries networks. Following a prototypical workflow avoids time consuming searches and useless hesitations. This scheme has been re-used a first time some years ago when the Bocconi internal service of document delivery (Intercampus delivery) for the faculty has been reviewed. Many university libraries improved their DS service in this perspective. An interesting case study was written about Edinburgh University (Lobban: 2006). Intercampus delivery service provides faculty with books directly on their desk and sends electronic copies of articles to their mailboxes. About books, the Circulation Service is in charge of the most part of the process. About copies, both services were involved. Owing to some difficulties in understanding their different roles and tasks, a workflow was designed, to control each step of the process. I’ll represent it in another swimlane diagram, to compare it with the prototypical process.

Figure 2 -Intercampus delivery (copies) swimlane diagram 0 1 2 3 4 5 6 Real user Sends

request Confirms ILL Receive/print/

Destroys file

Virtual user Takes the request

DS Librarian

verifies bib/availabity: not Available Available

Notify user: End or ILL? Ask Circulation

Receive/scan/ send returns

Circulation librarian

Receive /process/sends request

Receive/reshelves

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DS and Intercampus delivery diagrams appear quite similar. But we can see immediately a couple of differences. First, in this new scheme, we notice four swimlanes, and four actors. The first actor is the user of the service, a member of the university faculty. His request is handled – step 1, second swimlane – to a second actor, a virtual user who acts as a double. The reason of introducing in the process a virtual user depends on the fact that Intercampus delivery service places and manages requests, holds and booking on behalf of faculty members. In Millennium, all these operations are usually managed personally by the users themselves by identification with user name and password. Intercampus delivery service was projected to help them in getting materials on a parallel way, outside the normal sequence “remote request-pick up in the library”. So a double for all the members of the faculty, with their same patron type and privileges, took place in the Library patron list, and Librarians made him behave as one of them. The other two actors are the Document supply Librarian and Circulation Librarian. In this process, the Circulation librarian plays the role that in the first diagram belonged to the Supplying Librarian. As a matter of fact, he is the supplier of the DS librarian; he retrieves journals and checks them out to the virtual user. DS librarian scans the articles and delivers them to the real requester through Ariel. The second difference is about tasks. At step 5 a typical lending task is represented: scan and send. In both workflows, we can see that things can change at step 2, after checking the availability of the requested document. In the DS swimlane diagram, the service can stop after step 2. In Intercampus delivery diagram, the user request can modify after step 2 and become a DS one. In both diagrams, the sequence of tasks is quite simple. Each “swimmer” follows his path very easily. But many unexpected events may occur. Bibliographical data may happen to be wrong. Requested journal may happen to be unavailable, damaged, on binding. ILL/DS workflow is a typical sequential operations workflow with high variety. We can even today say that “it is rather surprising to notice that instead of the document delivery process being organized as straight as possible, it sometimes takes the form of a long and winding road” (Dekker and Waaijers:2001). This characteristic of the document supply process has been observed also by researchers outside the world of librarians. Kwan and Balasubramanian (1997) designed a Dynamic Workflow Model (DWM) for processes with high level of variation. To illustrate it, they chose Interlibrary Loan process as a case study. Generally speaking, reducing unexpected events helps to improve efficiency in DS departments (Nozero and Vaugham: 2000). But in this paper, I reduced complexity to describe the workflow, to let the deep structure of the process come out. So studying workflow patterns and their representations helped Bocconi DS service to organize an internal document delivery, but another fact turned out to be crucial in DS involvement in ECR starting up: the creation of a virtual user. Users often stay far from the university: they are visiting professor abroad, they participate in international congresses. It is still true what William Mitchell wrote 15 years ago: “being online may soon become a more important mark of community membership than being in residence” (Mitchell: 1994). To tailor good services for remote users, Bocconi Library imagined one user playing the role of about 700 faculty members.

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5. Electronic Course Reserves: Document supply in a turmoil In the second semester of 2007 Bocconi Library implemented the Electronic Course Reserves (ECR) module in Millennium. The project was managed by a group of librarians from Circulation, Cataloguing, Periodicals, Electronic Resources and Reference departments coordinated by the Acquisitions Librarian. In Italy, the service is still quite new. Libraries place books indicated in the Reading Lists in reserves. On the other side, faculty publishes a wide range of resources in their e-learning websites. Some libraries add also interesting services. For example, Bergamo University librarians add further reference to the Reading lists on their website. But anyway, also in this case, the “barycentre” (Solimine: 2004) of the Course Reserves, the point where the users find the document, is still inside the physical spaces of the Library. Bocconi library decided to build its Electronic Course Reserves involving a little group of professors particularly interested in developing an innovative teaching method. Also today the service is activated upon request. About 15% of the faculty participate in providing reading lists for ECR. Only authorized users can access the electronic reserves and can search the documents only by course or teacher name, not by author or title. The website area for the course reserves is password protected and complies with licences agreements and copyright law. The initial idea was to place online only the articles already available in the electronic resources. But the librarians in charge of the project understood that more value would have been added to the new service if all the documents indicated in the reading lists had been placed online. In this way reading lists “work with and enhance the functionality of academic library management systems” (Stokes and Martin: 2008). As a consequence many articles and book chapters (about 80) in electronic format were urgently needed. The library held only about half of them in paper format. That is why DS department has been involved in the project: to obtain documents also from other libraries, to scan them and to make them available online complying with the copyright law. These tasks belong to the core activity of DS department: search, obtain, and reproduce within the limit of copyright law. But at the beginning DS librarians got very anxious. They found themselves in a completely new context. For the first time, they had an external coordinator - the Acquisition Librarian, that traditionally had relationships with the faculty for educational materials. Then they worked together with other services. They were exactly in the middle of a process. The risk was to become the bottleneck of the whole sequence. A new procedure was placed beside the consolidate one. The workload was very heavy and errors and time lag naturally occurred. DS librarians managed each ECR operation manually and used an Access database to follow all the phases of the process. A solution had to be found and it was no time for delay. So DS service tried to understand better what they had to do. They wrote a list of the tasks they had to perform:

A. tracing paper journals and books inside the library B. tracing paper journals and books outside the library C. scanning book chapters and journal articles D. obtaining permissions and licences to place the document in the Electronic Course reserves E. preparing them for the publication (place watermarks with permissions) F. paying licences G. managing licences expiration

Immediately task A and B turned out to be the same we placed in DS and Intercampus delivery swimlane diagrams at step 2 and 3: in DS process the task was searching outside the library, in Intercampus delivery process the task was obtaining the document inside the library. In the new

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process, the task was searching and obtaining the documents no matter where they are (inside/outside/in the web). So DS department negotiated at the same time with its traditional interlocutors, the Circulation department and every other library in the world. In the new diagram, three swimlanes have been traced, one for DS department, two for its suppliers. But who is the user in ECR process? First, when the service was in a turmoil, DS librarians considered the whole library as a very exigent user. But it was a mistake. The service itself, ECR was our user. Normally, DS obtains materials on the behalf of a user. In this case, DS department searches and obtains them on behalf of a service, a kind of collective user, with a plural identity. Now the solution was ready. DS basic pattern was re-used and another virtual user was created with his own swimlane. In collaboration with Circulation Department - that is in charge of the library patron archive and manages books and periodicals holds and bookings - an ID and password were assigned and appropriate rights and loan rules were given. In this way all ECR user activity was inserted in the normal circulation/ILL workflow and could be easily monitored. In particular, ECR was allowed to use web forms to request books and periodicals from remote storage, to hold books already on loan, and to renew expiring loans. In a word, librarians inserted ECR requests in the normal workflow and not in a parallel path. For example, when Circulation department found ECR requests in the requests list, it gave them priority, and placed materials in a special shelf to be picked up by DS department. Similarly, DS gave immediate attention to ECR/DS requests and sent them to the best suppliers, as it happens for Faculty. After sending the request, reminders were frequently sent to suppliers in order to follow their turnaround carefully. At the arrival, the book, as any other IL incoming book, entered the circulation system, and could be easily traced for scanning or verifying permitted uses. Copies of articles, as non returnable, were digitalized after authorization from the rights holders. Here is the swimlane that explains the main workflow of the request on the behalf of the user ECR.

Figure 4 - ECR swimlane diagram (DS and circulation) 0 1 2 3 4 5 6 7 ECR Needs

Article/chapter

IDS Verify bibliographical data

Not In Library search In

Request to another library request to Circ

Receives/Verify /scans/

returns/ refunds

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Library

Dpt

CIRC Receives/ Gets/sends

Receives reshelves

Supplying library

Receives s/process request

Available/sends to library Not available/ notify library /end

Receives reshelves

The first swimlane belongs to the new user, the point of departure of the process. The other actors are all librarians. Handhoffs concentrated as usual in the middle of the process, after step 2. But the swimlane diagram does not show the end of the process, the publishing of the obtained documents on the website protected area. To complete the diagram, other actors have to be added, and other swimlanes too. In ECR process, lending/borrowing services are not self-sufficient. Integration with other departments of the library appears necessary. Exchange of information and sharing of policies are mandatory, in order to publish Course Reserves materials in time. Here is a new swimlane diagram: new actors are represented.

Figure 5 -ECR swimlane diagram (almost all the swimmers) 0 1 2 3 4 5 6 7 8 9 10 ECR Need

article/ chapter

ACQ Send information to ER

ER Verify In ER Not in ER

Informs AUT Sends to ILL

AUT Saves on library server

Saves on server

ILL Verify bibliographical data

In Library Not in Library Search

Get it/ scans it, inform AUT Request to another library

Receives/ verify/ scans Receives/ Verify /scans

returns/ refunds

CIRC Receives delivers

Receives reshelves

Supplier Receive /process request

Document available /send to library Document not available/notify library /end

Receives reshelves

CAT Catalogues Publishes end Legenda : ER=Electronic Resource service, ACQ=Acquisition Department, AUT=Automation office, CAT=cataloguing office The diagram shows all the involved departments of the library. Acquisitions department and Electronic resources manage bibliographical data and retrieve resources before handling the

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requests off the DS department. DS service, after receiving and scanning the documents asks the Automation office to put them on our server. In the end, the cataloguing office catalogues them in the ECR module. With ECR, all the Library Departments are characters in the same play.

6. Licences and permissions I kept a crucial task outside the final swimlane diagram: obtaining and managing licences. I put everything inside the swimlanes, from the first actor to the latest one, but I could not represent tasks D-G of the list in paragraph 4, that are: obtaining permissions and licences, preparing ECR documents for the publication (adding watermarks with permissions), paying licences and managing their expiration. Licences are a very new element in ECR building. Obtaining and managing them have been assigned to DS because it deals everyday with copyright: but licences are different. Copyright is our legal limit, our legal frontier in a library where you buy and copy, you subscribe and deliver copies to users. In Italy complying with copyright it is hard, because of the distance between the national law and the needs for libraries to make their collections available (Santarsiero: 2008). Italian copyright law (but it would be better to call it Author right law) set some exceptions to the copyright for the internal services of the Libraries (for example substituting damaged items or protect rare books), but does not recognize DS and ILL as normal uses of protected materials. In the Italian Association of Publishers and authors (SIAE) website Document delivery is defined as exchange of books, but Libraries should pay for it. Electronic document delivery is considered completely illegal. For Italian libraries EDD is permitted only under the contracts of electronic periodicals subscriptions. Licences belong to the new world where libraries access and do not subscribe, pay per view and do not purchase. ECR too belongs to this world. So building ECR means building a controlled system of licenses and permissions. To use William Mitchell terminology and imagination, ECR is the virtual reading room to study for exams. On the ECR virtual shelves librarians place academic journal articles, book chapters, papers downloaded from the public web domain. If the students enter the physical library by their student card, they access the Electronic Course reserves by their student ID and password. About licenses, DS librarians knew that they were at the beginning of an apprenticeship, and they carefully explored this new area. It was quite easy, at the beginning. Articles and chapters published in the USA (about 60% of our core collection is in English) were licensed by Copyright Clearance Center (CCC). As in every internet experience, CCC immediately gives you an account, asks you to choose your way of payment and after checking your login and password, tells you the price, and grants you the licence. You have only to write the name of the course, the title of the book or journal, the number of pages, and the number of authorized users. Things became a little more complicate when CCC could not be an intermediary for the rights holder and we had to trace it in the fluid world of publishers. Anyway, we succeeded in getting permission from authors (all of them were happy to give it free and add congratulations and wishes for the new service), from little independent publishers and from multinational of publishing. MIT press was very efficient and flexible in understanding our needs. Some publishers never answered our request: in these cases, we published the documents a couple of weeks after our permission request and considered them under the term of fair use. At the end of the course, we deleted the electronic documents. At the beginning, Italian publishers did not answer at all. We recently started exploring a possible business model for the educational use of digitalized materials. The way looks long, but we hope it will be successful in the end. In the meantime, an Association of Italian Publishers, AIDRO,

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allowed Bocconi library to publish in ECR ten chapters from Italian books, with a limited use (only view without printing). It was a success, a crucial turning point.

But from the point of view of organizing our workflow and to perform our tasks, what a licence is, and how can we manage it? Licenses are contracts to use a document for a limited time. Are they similar to loan? Publishers or rights holders lend to libraries for one year or less a document and allow them to make it available to a limited number of users. We can see some typical elements of the borrowing/lending scheme: a supplier (the licensor), the borrower (the licensee), and the user (the library users). It is a way of looking at licences trying to place them in a lending philosophy. But it turned out quickly that licences could not be inserted in ILL/Circulation module. A different tool to monitor and manage their life (ticklers for their expiration dates, payments, number of authorizations) had to be found. The library system, Millennium, offered a solution, Electronic Resource Management (ERM). This module has been used by other services (periodicals and Electronic resources to manage databases and e-journals licences), but it offers good solutions also for the digital materials placed in ECR. The ECR documents could be ERM resource records, with a name, a publisher, a rights holder, a status, a code to be distinguished from the other electronic resources. Another code indicates their typology. In this way statistics and monitoring were quite easy to make. Besides a licence record has been attached to the basic record, with the tags to be retrieved, the number of authorized users, and a tickler log. In the end also an order record has been added to insert the licences in the Acquisitions module in order to be paid. ERM gives the opportunity to control the expiration date of the licence, in order to suppress definitely the resource record and to cancel the document or to renew it. We inserted also the documents we published under fair use, to control also their lives and to easily identify and monitor them.

7. Conclusion. A new context for Document Supply Service My story has two possible meanings. The first is about skills and competencies. I have illustrated how two different services require similar skills. This means that DS librarians can stake their skills in a larger context than asking/receiving documents to and from other libraries. DS service performs three main tasks to build ECR: tracing books and journals inside or outside the Library, obtaining permissions from publishers, paying and managing licenses. Typical DS skills are needed to perform them: knowledge of electronic resources available, bibliographic research

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skills, communication and negotiation with users and suppliers, ability of reaching agreements to refund libraries and managing payments. In a word, DS gains a new strategical role in the library thanks to its competencies in supplying contents to users.

The second end of the story is about workflow structure. The Bocconi case shows how a traditional DS service pattern can be re-used to start up an ECR service. In this process the actors of the prototypical DS structure change their identity: first of all the user becomes a plural user (all the Academic community, professors and students), but also the librarian area extends and involves the whole Library. So two collective actors play on the Electronic Course reserves set: the Academic community and their Library. Like in DS process, the main purpose is still making documents available to users upon request. But ECR documents are different from DS documents. They are a digital collection on which the faculty builds their courses, the students their learning. They have more than a temporary existence in the circulation system, as typical incoming DS items. They are saved for a while on the library server. So in the process actors progressively dematerialise. But the result of their actions - digital documents - acquire a relevant role inside library collections. Traditional document delivery activity becomes “Library Delivery”. The pattern still is the same, but in the old set one librarian supplies one user, in the new one the library delivers its digital collections to the university community. Perhaps the most personalised public service strongly integrates with the content delivery mission of the Library as a memory institution. (Dempsey: 2000).

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References Bagiotti, T. (1952), “Storia della Università Bocconi 1902-1952”, Milano, Università Bocconi. Cornish, G. (2001), “The third dimension in document supply”, Interlending & document supply, 29, 4, pp 158-164 Dekker, R., Waaijers, L. (2001), “Beyond the photocopy machine: document delivery in a hybrid library environment”, Interlending & document supply, 29, 2, pp 69-75 Dehlez, P. (2005), “Beyond the photocopy machine revisited: document delivery in a digital library environment”, Interlending & document supply, 33, 3, pp 140-144 Dempsey, L. (2000), “Scientific, industrial, and cultural heritage: a shared approach. A research framework for digital libraries, museums and archives”. http://www.araidne.ac.uk/issue22/dempsey/ Evans, E. G., Amodeo, A. J., Carter, T. L. (1999), “Introduction to library Public services”, 6. ed. Kwan, M. M., Balasubramanian, P. R. (1997) “Dynamic workflow management: a framework for modelling workflows”, in Proceedings of the Thirtieth Annual Hawaii International conference on System Sciences. csdl.computer.org/comp/proceedings/hicss/1997/7734/04/7734040367.pdf Lobban, M. (2006), “ILL, a dying breed or a new brand? The experience of Edinburgh University”, Interlending & Document Supply, 34, 1, pp 15-20 Laskowski, M. S. (2001), “Creation and management of a home grown Electronic Reserves System at an Academic Library: result of a pilot project”, The journal of Academic Librarianship, 27, 5, pp 361-371 Mitchell, M. (2007), “Library workflow redesign: six case studies”, Washington DC, Council of library and information resources. www.clir.org/pubs/reports/pub139/pub139.pdf Mitchell, W. J., (1995) “City of bits: space, place and the Infobahn”, Cambridge, Mass., MIT Press. Musiedlak, D. (1990), “Université privée et formation de la classe dirigeante: l’exemple de l’Université Bocconi de Milan (1902-1925), Rome, Ecole Française de Rome. Nozero, V. A., Vaughan, J. (2000), “Utilization of process improvement to manage change in an Academic Library”, The journal of Academic Librarianship, 26, 6, pp 416-421. Reighart, R., Oberlander, C. (2008) “Exploring the future of interlibrary loan: generalizing the experience of the University of Virginia, USA”, Interlending & Document Supply, 36, 4, pp 184-190. Santarsiero, M.(2008) “Come e quanto si pagano i diritti: licenze e reading lists”, Biblioteche oggi, 6, pp 11-16.

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Sharp, A., McDermott, P. (2001), “Workflow modelling. Tools for process improvement and application development”, Boston, Artech House. Solimine, G. (2004), “La biblioteca e il suo tempo: scritti di storia della biblioteca”, Roma, Vecchiarelli. Stokes, P., Martin, L. (2008), “Reading lists: a study of tutor and student perceptions, expectations and realities”, Studies in higher education, 33, 2, pp 113-125.