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Evaluating Library Capacity to Manage Research Data


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Sheila Corrall (speaker)

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Evaluating Library Capacity to Manage Research Data

  1. 1. Evalua&ng  Library  Capacity   To  Manage  Research  Data   Sheila  Corrall   Chair,  Library  &  Informa4on  Science  Program   University  of  Pi<sburgh  
  2. 2. The  Context   •  Advances  in  networking   –  Cyberscholarship/e-­‐research/ digital  humani4es   •  Developments  in  research  policy   –  Open  access  and  data  sharing   •  Calls  for  libraries  to  step  up  to   the  data  challenge   –  Conflic4ng  opinions  on   competence  for  the  role   –  Perfect  fit,  or  over-­‐promoted?  
  3. 3. Libraries,  Librarians,  and  Data  .  .  .   “Our  unique  exper4se  in  metadata,   digital  preserva4on,  public  service,   and  technology  transla4on  will   serve  researchers  well,  as  will           our  sturdy  common  sense  and         the  domain  exper4se  of  our     subject  librarians.”      (Salo,  2010)     BUT,  what  about  .  .  .     technology  competence?  disciplinary  know-­‐how?   Can  Libraries  Cope  with  e-­‐Science?  
  4. 4. Assessing  Library  Capacity  for  Data   Our  people  are  our  greatest  assets,  but  .  .  .   we  need  to  look  beyond  knowledge  and  skills   Libraries  have  other  hidden  Intellectual  Assets   .  .  .  embedded  in  our  dis4nc4ve  ways  of  working   ü Organiza1onal  or  Structural  capital     ü Rela1onal  or  Network  capital  
  5. 5. What  Are  Intellectual  Assets?   •  Sources  of  probable  future  compe11ve  advantage,   that  lack  physical  substance,  but  can  be  retained  and   “traded”  by  an  organiza4on  or  service  ins4tu4on   •  Intellectual  assets  include:     –  human  resources  and  capabili4es     –  organiza4onal  or  structural  competencies   (databases,  technology,  rou4nes,  and  culture)   –  rela1onal  capital:  customer  and  supplier  networks     Intellectual  Assets  and  Value  Crea0on  (OECD,  2006)  
  6. 6. Why  Bother  With  Intellectual  Assets?     Human   Assets   Service   Structural   Assets   Rela1onal   Assets   Assets   •  Understanding  your  structural  and  rela4onal  assets   helps  you  to  realize  the  value  of  your  human  capital   –  and  how  they  can  be  used  to  create  service  assets   Reveal  Your  Hidden  Strengths!  
  7. 7. How  Can  Intellectual  Assets  Support   Research  Data  Management?   •  Knowledge  of  these  hidden  intangible  resources  –     which  are  o^en  taken  for  granted  –  will  enable  you   to:     –  recognize  unique  and  dis4nc4ve  assets  that  make   libraries  stronger  service  organiza1ons   –  iden4fy  factors  that  are  helping  or  hindering  your   efforts  in  the  research  data  arena   –  establish  an  ins1tu1onal  leadership  posi1on  in   the  stewardship  of  research  data  
  8. 8. Where  Can  We  Find  Our  Profession’s   Intellectual  Assets  (IAs)?   Three  categories  of  IAs  or  Intellectual  Capital:     o  o  o  Knowledge,  skills,  and  know-­‐how  that  staff           “take  with  them  when  they  leave  at  night”   à  Human  Capital   Capabili4es  that  stay  with  the  firm                                       “a^er  the  staff  leaves  at  night”   à  Organiza1onal  or  Structural  Capital   External  rela4ons  with  customers,  suppliers,           and  R&D  partners    à  Rela1onal  Capital  
  9. 9. ?      ?      ?      ?      ?   Which     Human  Assets   Can  Libraries   Exploit  In     Research  Data   Management?     o  o  o  o  o  experience  in   collec4on  building   skills  in  reference   interviewing   exper4se  in   literature  searching     knowledge  of  faculty   research  interests   track  record  in   service  innova4on  
  10. 10. Which  Human  Assets  Can  Libraries   Use  In  Research  Data  Management?     Repurposing  of  library  human  assets   − applica4on/transfer  of  professional  knowledge  and   skills  to  emergent  areas  of  prac4ce   •  using  reference  interview  skills  in  data  interviews     •  using  exper4se  in  collec4ons  to  appraise,  select,   curate  and  manage  research  data  sets   •  using  literature  search  know-­‐how  in  new  ways  .  .  .  
  11. 11. “the  subject  librarian…   searched  published  literature     and  other  resources  to  select  the     most  appropriate  metadata  schema.”   Purdue  University  Libraries  (Bracke,  2011)   Exploi&ng  Library  Know-­‐How   “The  informa4onists  are  researching     which  metadata  schema  will     work  best  for  this  project.”   U  Rochester  Medical  Center  (Hasman  et  al.,  2013)  
  12. 12. ?      ?      ?      ?      ?   Which     Structural  Assets   Can  Libraries   Exploit  In     Research  Data   Management?     o  o  o  o  o  subject  liaison   librarian  system   func4onal   specialists  and   coordina4ng  roles   ins4tu4on-­‐wide     working  groups   web-­‐based  tools   ins4tu4onal   repositories  
  13. 13. Which  Structural  Assets  Can  Libraries   Use  In  Research  Data  Management?     Development  of  library  structural  assets   –  extending  and  growing  systems  and  remits   •  adding  data  liaison  to  liaison  librarian  role   •  using  LibGuide  system  to  produce  DataGuides   •  crea4ng  RDM  coordina4ng  groups  and  posi1ons   •  using  ins4tu4onal  repositories  as  launchpad  for   data  repositories  
  14. 14. ?      ?      ?      ?      ?   Which     Rela&onal  Assets   Can  Libraries   Exploit  In     Research  Data   Management?     o  personal  contacts     o  service  reputa4on   o  o  o  informa4on   literacy  teaching   collabora4ons   digital  service   partnerships   communi4es  of   prac4ce/interest   in  the  profession  
  15. 15. Which  Rela&onal  Assets  Can  Libraries   Use  In  Research  Data  Management?     Exploi4ng  library  rela4onal  assets   –  taking  advantage  of  reputa4on  and  goodwill     •  using  personal  contacts  to  recruit  researchers  to   trial  pilot  data  services     •  building  on  collabora4ons  to  partner  tech  services   on  providing  data  infrastructures   •  using  professional  networks  to  access  exper4se   and  community  data  resources  (e.g.,  DMP  Tool)      
  16. 16. Intellectual  Assets   Suppor&ng  RDM   Transferable  skills   Teamwork  tradi4on   Professional  knowledge   Mul4disciplinary  exper4se   Ins4tu4onal  understanding   The  Big     Picture   Collec4on  &  Service  Assets   Data  management  plans   Data  cita4on  metrics   Task  Forces   Data  repositories   Rou4ne  prac4ces   Personal  contact   Data  cura4on   Community  toolkits   Service  reputa4on   Data  literacy     Professional  networks   Subject  liaison  system   Func4onal  coordinators   Ins4tu4onal  repositories     Librarian-­‐faculty  partnerships   Library-­‐technology  collabora4ons  
  17. 17. It’s  Not  All  Good  News  .  .  .   Some  libraries  have  Intellectual  Liabili&es   •  Knowledge  and  skills  gaps  and  shortages,   e.g.,  research  know-­‐how   •  Dysfunc1onal  structures,  defec4ve  infrastructure,   e.g.,  specialist  silos   •  Poor  networking  and  rela1onship  management,   e.g.,  limited  academic  engagement   Do  You  Have  Work  To  Do?  
  18. 18. Individual   and  Collec4ve   Professional  Know-­‐How   Any  Ques&ons?   Sheila  Corrall   scorrall@pi<.edu   Pushing  the   Boundaries   Networks  of   Collabora4on   Organic  Structures   Working  Rela1onships