The presentation provided an overview of the Chinese scholarly publishing landscape, including the key players such as government agencies, publishers, libraries and consortia. It discussed the growth of higher education and incentives for Chinese researchers to publish. Examples were given of successful partnerships between Western and Chinese publishers. The presentation emphasized the importance of long-term engagement in China through relationship building, local partnerships, and understanding China's priorities and culture.
The document discusses a case study of using social media to promote the journal Neurosurgery. It describes how existing journal content was reused by creating blog posts and sharing on social media platforms like YouTube, Reddit, and Facebook. This required only 30 minutes of work per day. Results showed continual growth of social media audiences and a large increase in traffic to the Neurosurgery website, with social media referrals accounting for over 2% of third party traffic. The approach was found to be effective with only a minimal investment of time.
This document discusses the University of Rochester's efforts to help their researchers comply with the NIH Public Access Mandate. It outlines how the university established responsibility for compliance, provided copyright assistance and training, and raised awareness of the mandate. It also discusses the main concerns researchers had about the mandate, such as fears about how it would affect their publishing agreements and careers.
The document summarizes discussions from a pre-working session meeting on September 20th. It addresses managing relationships with other organizational departments by establishing a common vision, motivating different departments, ensuring commitment from early stages, and clear communication. Potential barriers like conflicting subcultures are also noted. The document then suggests allocating time in the group session to clarify challenges, rank them, and decide on proposals. It discusses creating value and making successful funding cases to the broader organization. Finally, it covers negotiating for investment by establishing buy-in, understanding financial language like cash flow, profit and loss statements, and balance sheets.
The document discusses interactive publishing strategies that focus on individual readers and presenting them with dynamic, personalized choices. It recommends identifying goals like attracting new readers and increasing usage. Tactics discussed include recommendation systems, behavioral targeting, and intelligently delivering content. Examples provided include creating special collections, placing relevant offers, and dynamically changing pages based on user interests and location. The key to success is experimenting with different strategies, closely tracking their effectiveness, and regularly adjusting tactics.
The document discusses the benefits of clinical trial authors submitting supplemental materials and making raw trial data publicly available, such as enabling other researchers to verify results, test secondary hypotheses, and aid the design of future trials, while also outlining some arguments researchers give against data sharing and proposing a code of conduct for data sharing.
The document summarizes IEEE's workflow management system (WMS) which automates their publishing process from submission to publication. Some key points:
1) IEEE publishes over 1,100 conferences and 148 journals annually and needed a system to improve efficiency of their digital publishing process.
2) They selected a Documentum-based system from Flatirons Solutions and customized it over several years in iterative phases to meet their needs.
3) The WMS streamlines editorial and production workflows, provides real-time status updates for authors and editors, and enhances reporting which has increased content published with stable staffing.
4) Implementation challenges included lengthy development time, initial system instability, and comprehensive training needs but it
This document outlines a publishing company's plan to transform its in-house editors by extending offshore outsourcing to editorial functions. The goals are to achieve additional cost savings, increase project management offshore to allow staff redirection, and transform editors' roles to focus on developmental editing earlier in the process. Editors will work with authors from signing through submission to ensure continuity and improve manuscript quality. This transformation is meant to free up in-house staff from repetitive tasks and improve efficiency throughout the publishing process.
The document discusses social media tools and how they have evolved for scientific publishing and peer review. It provides examples of how various social media platforms like Twitter, blogs, and wikis can be used for sharing scientific content and facilitating peer discussions. It also examines some challenges around using these new tools, such as issues of moderation and audience, and questions whether publishers or academia should lead the way in integrating social media into the formal publishing process.
The document discusses a case study of using social media to promote the journal Neurosurgery. It describes how existing journal content was reused by creating blog posts and sharing on social media platforms like YouTube, Reddit, and Facebook. This required only 30 minutes of work per day. Results showed continual growth of social media audiences and a large increase in traffic to the Neurosurgery website, with social media referrals accounting for over 2% of third party traffic. The approach was found to be effective with only a minimal investment of time.
This document discusses the University of Rochester's efforts to help their researchers comply with the NIH Public Access Mandate. It outlines how the university established responsibility for compliance, provided copyright assistance and training, and raised awareness of the mandate. It also discusses the main concerns researchers had about the mandate, such as fears about how it would affect their publishing agreements and careers.
The document summarizes discussions from a pre-working session meeting on September 20th. It addresses managing relationships with other organizational departments by establishing a common vision, motivating different departments, ensuring commitment from early stages, and clear communication. Potential barriers like conflicting subcultures are also noted. The document then suggests allocating time in the group session to clarify challenges, rank them, and decide on proposals. It discusses creating value and making successful funding cases to the broader organization. Finally, it covers negotiating for investment by establishing buy-in, understanding financial language like cash flow, profit and loss statements, and balance sheets.
The document discusses interactive publishing strategies that focus on individual readers and presenting them with dynamic, personalized choices. It recommends identifying goals like attracting new readers and increasing usage. Tactics discussed include recommendation systems, behavioral targeting, and intelligently delivering content. Examples provided include creating special collections, placing relevant offers, and dynamically changing pages based on user interests and location. The key to success is experimenting with different strategies, closely tracking their effectiveness, and regularly adjusting tactics.
The document discusses the benefits of clinical trial authors submitting supplemental materials and making raw trial data publicly available, such as enabling other researchers to verify results, test secondary hypotheses, and aid the design of future trials, while also outlining some arguments researchers give against data sharing and proposing a code of conduct for data sharing.
The document summarizes IEEE's workflow management system (WMS) which automates their publishing process from submission to publication. Some key points:
1) IEEE publishes over 1,100 conferences and 148 journals annually and needed a system to improve efficiency of their digital publishing process.
2) They selected a Documentum-based system from Flatirons Solutions and customized it over several years in iterative phases to meet their needs.
3) The WMS streamlines editorial and production workflows, provides real-time status updates for authors and editors, and enhances reporting which has increased content published with stable staffing.
4) Implementation challenges included lengthy development time, initial system instability, and comprehensive training needs but it
This document outlines a publishing company's plan to transform its in-house editors by extending offshore outsourcing to editorial functions. The goals are to achieve additional cost savings, increase project management offshore to allow staff redirection, and transform editors' roles to focus on developmental editing earlier in the process. Editors will work with authors from signing through submission to ensure continuity and improve manuscript quality. This transformation is meant to free up in-house staff from repetitive tasks and improve efficiency throughout the publishing process.
The document discusses social media tools and how they have evolved for scientific publishing and peer review. It provides examples of how various social media platforms like Twitter, blogs, and wikis can be used for sharing scientific content and facilitating peer discussions. It also examines some challenges around using these new tools, such as issues of moderation and audience, and questions whether publishers or academia should lead the way in integrating social media into the formal publishing process.
This document discusses the changing business models in publishing due to digital technologies. It provides perspectives from customers who find books inconvenient, executives who say if it's not on Google it doesn't exist, and students who don't consider books. It explores how books are evolving into mobile, live books, online events and video. The document suggests challenging business models, embracing chaos, including authors and audiences, creating communities for collaboration, providing content in multiple digital formats, improving user experience, and creating an innovation culture to remain relevant.
This document discusses the evolution of licensing and distribution channels for scholarly publications. It notes that licensing revenue has become an important revenue stream for publishers, surpassing subscriptions and reprints. However, licensing requires dedicated staff and resources to manage the various partners and platforms effectively. The document advises publishers to develop strategic licensing plans, carefully select partners, and work to make their content widely accessible and discoverable in order to maximize this revenue opportunity.
The document discusses the role of institutional repositories in scholarly publishing. It outlines two goals of controlling institutional digital assets and developing a sustainable publishing system. It describes the publishing services at the California Digital Library, including supporting distribution of research and fostering new publishing models. It discusses findings from a faculty survey that found a growing amount of publishing activity and desire for university support of new scholarly communication activities. The role of institutional repositories is seen as aligning publishing services with research, broadening university press capacities, and coordinating planning across systems to support research, publishing, and preservation.
IEEE is experimenting with new licensing models for its scholarly publications beyond traditional print and online subscription models. It is testing single article purchases, an IEEE Member Digital Library of 25 articles per month, and the IEEE Enterprise license which allows corporate customers to purchase document access without subscription limits. These aim to serve individual users and smaller organizations in addition to academic and large corporate institutions.
This document discusses institutional identification in the scholarly publishing industry. It provides background on the Rockefeller University and its publishing arm, the Rockefeller University Press. It then discusses problems that arise from misidentification of institutions, such as slow order processing and interrupted access. Finally, it outlines various industry efforts to standardize institutional identification, such as the International Committee on Electronic Data Interchange for Serials (ICEDIS) and its messages for subscription orders and claims.
This document summarizes a presentation given by Charles B. Lowry about the current state of publishing and libraries. It discusses how research library budgets are being reduced due to the current fiscal climate. Many libraries have experienced budget cuts between 3-5% which have impacted staffing, operations, and acquisitions. It also outlines trends in scholarly communication such as the growth of new publication models and how libraries are building relationships with faculty to promote changes. Finally, it discusses how libraries must adapt to new roles in supporting digital scholarship and collaborating more closely with faculty.
The document discusses SERU (Shared Electronic Resource Understanding), a NISO initiative to reduce transaction costs for e-resource licensing by establishing mutual understandings between libraries and publishers instead of requiring formal license agreements. It provides background on the development of SERU, including discussion forums that helped inspire the idea. A working group was formed to draft initial SERU statements addressing topics like subscriptions, appropriate use, and archival access. A pilot period was launched in June 2007 to test SERU, with the goal of formalizing it through NISO in 2008. SERU aims to simplify small transactions while not replacing all license agreements.
The document discusses the benefits of clinical trial authors submitting supplemental materials and making raw trial data publicly available, such as enabling other researchers to verify results, test secondary hypotheses, and aid the design of future trials, while also outlining some arguments against data sharing and proposing a code of conduct for data sharing. It concludes by suggesting medical journals require data availability for publication to help address issues around researchers restricting access to trial data.
The document discusses the ALPSP e-Books Collection (AeBC) which is a cooperative initiative led by the Association of Learned and Professional Society Publishers (ALPSP) to aggregate e-book content from multiple publishers. The AeBC allows participating publishers to offer their e-books collectively while maintaining their individual contracts and revenue shares. By working together through the AeBC, publishers are able to compete more effectively with larger publishers for business from libraries and consortia.
The document summarizes the transformation of Bristol-Myers Squibb's (BMS) library and records center into Knowledge Integration Resources (KIR) to better support the company's drug development process and leverage knowledge as a competitive advantage. It describes how KIR was established through a strategic project to consolidate multiple site libraries and records centers into an enterprise-wide organization. The document outlines KIR's mission, services, key projects and accomplishments in supporting knowledge management at BMS.
This document outlines issues publishers face in incorporating Word 2007 manuscripts. It discusses how the American Institute of Physics (AIP) serves as both a publisher and provider of publishing services. As a publisher, AIP receives over 22,000 manuscripts annually. As a service provider, AIP handles composition for over 100 journals. The document notes that while authors prefer submitting in LATEX or Word formats, AIP must transform all manuscripts into archival XML. It highlights challenges with docx files during peer review and composition due to current limitations of conversion and processing tools. The document calls for improvements from Microsoft to better support scholarly publishing needs.
This document discusses how to effectively build and manage alliances. It begins by outlining the types of alliances that can exist, from transactional to more strategic partnerships. It then provides guidance on setting up the relationship by establishing clear expectations, communication protocols, and accountability measures. Finally, it emphasizes the importance of actively managing the relationship through open communication, shared responsibility, and ongoing learning to ensure mutual trust and success over time. The overall message is that investing in the proper setup and management of alliances is key to achieving desired outcomes.
This document discusses the role of scholarly publishers in the digital age and the challenges they face. It notes that publishers provide value through peer review, editing, and navigation/search features for online content. However, digital content has characteristics like dynamic updates and various file formats that impact archiving and access over time. New models are needed to address issues like long-term preservation, customized access options, and integrating related datasets. Publishers will need to explore alternative revenue sources beyond annual subscriptions to support these evolving roles and responsibilities. Collaboration across institutions will be important to develop solutions and standards.
The document discusses trends in eBooks and digital reading. It notes that online media consumption and digital goods sales are increasing. eReaders and eBooks are becoming more popular, with eBook sales outpacing print in some cases. Enhanced eBooks are being developed that integrate additional multimedia. There are questions around how digital reading impacts cognition compared to print. The future may include more interactive eBooks with social networking, customized content, and links to other online resources and user contributions. Overall the document suggests the eBook industry and digital reading are undergoing significant changes.
The document discusses how digital networks have changed who potential audiences ("YOUs") are. Anyone can now influence decisions, so organizations need to serve a wider range of audiences. This includes lay audiences, NGOs, civil society groups, and others. The OECD is adjusting to serve these new "YOUs" through various free and low-cost offerings online like executive briefings, summaries, facts for all, primers, and lay articles. These take advantage of digital tools to reach more people while linking to paid resources. The key message is that digital means more diverse audiences must be served now rather than told to "go away" as they may become customers.
The document discusses the opportunities and challenges of publishing e-books. It outlines several benefits of e-books, including new revenue streams, increased exposure and traffic, and potential to drive print sales. However, it also notes that publishing e-books requires decisions around technology, business models, sales channels, content, administration, the relationship with print books, and costs. It provides details on factors to consider for each of these areas when developing an e-book strategy.
The document discusses content management from the library perspective. It summarizes that content management aims to manage today's information overload through flexibility. It then discusses how libraries manage electronic resources as both providers through cataloging and making resources available, and as customers through working with publishers and vendors. The document outlines challenges for libraries in effectively managing increasing electronic content.
This document summarizes a collaboration between UNC Press, the Special Collections Library at UNC, the Southern Oral History Program, and the Center for Civil Rights. It discusses their shared goals of advancing scholarship on the Long Civil Rights Movement, publishing in innovative ways about civil rights, and discovering the future of scholarly publishing. It outlines their plans to work together, hold meetings, develop an online publishing platform, and create open access publications, archives, and teaching resources on the civil rights movement.
This document discusses agile methodologies in the context of software used for hedging variable annuity guarantees. It notes that software projects involve tight deadlines, budget constraints, teamwork, and organization. It then describes Milliman's MG-Hedge software for managing hedging programs and the C-Squared software for scheduling computational work. While agile principles work well for incremental changes, more planning is needed for complex, long-term tasks. The document advocates adapting agile to suit different project needs by using parallel development paths - one path for incremental changes and another for more significant work.
The document discusses the challenges of social media for science publishing. It summarizes the perspectives of various science publishers on using social media. While younger scientists may be more open to social media, their incentives do not align well with social media incentives like gaining friends or popularity. The business models of social media, like advertising and profiling users, could conflict with scientific values like privacy and unbiased research. Overall, the document questions whether social media is a good defensive strategy for science publishers or if it introduces more problems than benefits.
- China has experienced rapid economic growth and increasing research output, but many Chinese scholarly journals still need help improving quality to international standards.
- Western publishers and training organizations can provide expertise to boost the editorial, production, marketing and business skills of Chinese publishers.
- There are opportunities for partnerships between Chinese and Western publishers through co-publishing arrangements, distribution agreements, and increasing the international visibility and readership of Chinese journals.
- ALPSP is working with Chinese partners through training programs and conferences to help Chinese publishers advance scholarly communication and raise publishing standards.
CrossRef Annual Meeting 2012 Global Panel YAN ShuaiCrossref
This document provides an overview of scholarly publishing in China, including books, periodicals, and differences from Western journal publishing. It discusses the Chinese DOI registration system and CrossRef's role in China. Key points are that nearly 2,000 Chinese journals assign DOIs, most through the Chinese system, and CrossRef services like reference linking and CrossCheck help journals improve quality and avoid misconduct.
This document discusses the changing business models in publishing due to digital technologies. It provides perspectives from customers who find books inconvenient, executives who say if it's not on Google it doesn't exist, and students who don't consider books. It explores how books are evolving into mobile, live books, online events and video. The document suggests challenging business models, embracing chaos, including authors and audiences, creating communities for collaboration, providing content in multiple digital formats, improving user experience, and creating an innovation culture to remain relevant.
This document discusses the evolution of licensing and distribution channels for scholarly publications. It notes that licensing revenue has become an important revenue stream for publishers, surpassing subscriptions and reprints. However, licensing requires dedicated staff and resources to manage the various partners and platforms effectively. The document advises publishers to develop strategic licensing plans, carefully select partners, and work to make their content widely accessible and discoverable in order to maximize this revenue opportunity.
The document discusses the role of institutional repositories in scholarly publishing. It outlines two goals of controlling institutional digital assets and developing a sustainable publishing system. It describes the publishing services at the California Digital Library, including supporting distribution of research and fostering new publishing models. It discusses findings from a faculty survey that found a growing amount of publishing activity and desire for university support of new scholarly communication activities. The role of institutional repositories is seen as aligning publishing services with research, broadening university press capacities, and coordinating planning across systems to support research, publishing, and preservation.
IEEE is experimenting with new licensing models for its scholarly publications beyond traditional print and online subscription models. It is testing single article purchases, an IEEE Member Digital Library of 25 articles per month, and the IEEE Enterprise license which allows corporate customers to purchase document access without subscription limits. These aim to serve individual users and smaller organizations in addition to academic and large corporate institutions.
This document discusses institutional identification in the scholarly publishing industry. It provides background on the Rockefeller University and its publishing arm, the Rockefeller University Press. It then discusses problems that arise from misidentification of institutions, such as slow order processing and interrupted access. Finally, it outlines various industry efforts to standardize institutional identification, such as the International Committee on Electronic Data Interchange for Serials (ICEDIS) and its messages for subscription orders and claims.
This document summarizes a presentation given by Charles B. Lowry about the current state of publishing and libraries. It discusses how research library budgets are being reduced due to the current fiscal climate. Many libraries have experienced budget cuts between 3-5% which have impacted staffing, operations, and acquisitions. It also outlines trends in scholarly communication such as the growth of new publication models and how libraries are building relationships with faculty to promote changes. Finally, it discusses how libraries must adapt to new roles in supporting digital scholarship and collaborating more closely with faculty.
The document discusses SERU (Shared Electronic Resource Understanding), a NISO initiative to reduce transaction costs for e-resource licensing by establishing mutual understandings between libraries and publishers instead of requiring formal license agreements. It provides background on the development of SERU, including discussion forums that helped inspire the idea. A working group was formed to draft initial SERU statements addressing topics like subscriptions, appropriate use, and archival access. A pilot period was launched in June 2007 to test SERU, with the goal of formalizing it through NISO in 2008. SERU aims to simplify small transactions while not replacing all license agreements.
The document discusses the benefits of clinical trial authors submitting supplemental materials and making raw trial data publicly available, such as enabling other researchers to verify results, test secondary hypotheses, and aid the design of future trials, while also outlining some arguments against data sharing and proposing a code of conduct for data sharing. It concludes by suggesting medical journals require data availability for publication to help address issues around researchers restricting access to trial data.
The document discusses the ALPSP e-Books Collection (AeBC) which is a cooperative initiative led by the Association of Learned and Professional Society Publishers (ALPSP) to aggregate e-book content from multiple publishers. The AeBC allows participating publishers to offer their e-books collectively while maintaining their individual contracts and revenue shares. By working together through the AeBC, publishers are able to compete more effectively with larger publishers for business from libraries and consortia.
The document summarizes the transformation of Bristol-Myers Squibb's (BMS) library and records center into Knowledge Integration Resources (KIR) to better support the company's drug development process and leverage knowledge as a competitive advantage. It describes how KIR was established through a strategic project to consolidate multiple site libraries and records centers into an enterprise-wide organization. The document outlines KIR's mission, services, key projects and accomplishments in supporting knowledge management at BMS.
This document outlines issues publishers face in incorporating Word 2007 manuscripts. It discusses how the American Institute of Physics (AIP) serves as both a publisher and provider of publishing services. As a publisher, AIP receives over 22,000 manuscripts annually. As a service provider, AIP handles composition for over 100 journals. The document notes that while authors prefer submitting in LATEX or Word formats, AIP must transform all manuscripts into archival XML. It highlights challenges with docx files during peer review and composition due to current limitations of conversion and processing tools. The document calls for improvements from Microsoft to better support scholarly publishing needs.
This document discusses how to effectively build and manage alliances. It begins by outlining the types of alliances that can exist, from transactional to more strategic partnerships. It then provides guidance on setting up the relationship by establishing clear expectations, communication protocols, and accountability measures. Finally, it emphasizes the importance of actively managing the relationship through open communication, shared responsibility, and ongoing learning to ensure mutual trust and success over time. The overall message is that investing in the proper setup and management of alliances is key to achieving desired outcomes.
This document discusses the role of scholarly publishers in the digital age and the challenges they face. It notes that publishers provide value through peer review, editing, and navigation/search features for online content. However, digital content has characteristics like dynamic updates and various file formats that impact archiving and access over time. New models are needed to address issues like long-term preservation, customized access options, and integrating related datasets. Publishers will need to explore alternative revenue sources beyond annual subscriptions to support these evolving roles and responsibilities. Collaboration across institutions will be important to develop solutions and standards.
The document discusses trends in eBooks and digital reading. It notes that online media consumption and digital goods sales are increasing. eReaders and eBooks are becoming more popular, with eBook sales outpacing print in some cases. Enhanced eBooks are being developed that integrate additional multimedia. There are questions around how digital reading impacts cognition compared to print. The future may include more interactive eBooks with social networking, customized content, and links to other online resources and user contributions. Overall the document suggests the eBook industry and digital reading are undergoing significant changes.
The document discusses how digital networks have changed who potential audiences ("YOUs") are. Anyone can now influence decisions, so organizations need to serve a wider range of audiences. This includes lay audiences, NGOs, civil society groups, and others. The OECD is adjusting to serve these new "YOUs" through various free and low-cost offerings online like executive briefings, summaries, facts for all, primers, and lay articles. These take advantage of digital tools to reach more people while linking to paid resources. The key message is that digital means more diverse audiences must be served now rather than told to "go away" as they may become customers.
The document discusses the opportunities and challenges of publishing e-books. It outlines several benefits of e-books, including new revenue streams, increased exposure and traffic, and potential to drive print sales. However, it also notes that publishing e-books requires decisions around technology, business models, sales channels, content, administration, the relationship with print books, and costs. It provides details on factors to consider for each of these areas when developing an e-book strategy.
The document discusses content management from the library perspective. It summarizes that content management aims to manage today's information overload through flexibility. It then discusses how libraries manage electronic resources as both providers through cataloging and making resources available, and as customers through working with publishers and vendors. The document outlines challenges for libraries in effectively managing increasing electronic content.
This document summarizes a collaboration between UNC Press, the Special Collections Library at UNC, the Southern Oral History Program, and the Center for Civil Rights. It discusses their shared goals of advancing scholarship on the Long Civil Rights Movement, publishing in innovative ways about civil rights, and discovering the future of scholarly publishing. It outlines their plans to work together, hold meetings, develop an online publishing platform, and create open access publications, archives, and teaching resources on the civil rights movement.
This document discusses agile methodologies in the context of software used for hedging variable annuity guarantees. It notes that software projects involve tight deadlines, budget constraints, teamwork, and organization. It then describes Milliman's MG-Hedge software for managing hedging programs and the C-Squared software for scheduling computational work. While agile principles work well for incremental changes, more planning is needed for complex, long-term tasks. The document advocates adapting agile to suit different project needs by using parallel development paths - one path for incremental changes and another for more significant work.
The document discusses the challenges of social media for science publishing. It summarizes the perspectives of various science publishers on using social media. While younger scientists may be more open to social media, their incentives do not align well with social media incentives like gaining friends or popularity. The business models of social media, like advertising and profiling users, could conflict with scientific values like privacy and unbiased research. Overall, the document questions whether social media is a good defensive strategy for science publishers or if it introduces more problems than benefits.
- China has experienced rapid economic growth and increasing research output, but many Chinese scholarly journals still need help improving quality to international standards.
- Western publishers and training organizations can provide expertise to boost the editorial, production, marketing and business skills of Chinese publishers.
- There are opportunities for partnerships between Chinese and Western publishers through co-publishing arrangements, distribution agreements, and increasing the international visibility and readership of Chinese journals.
- ALPSP is working with Chinese partners through training programs and conferences to help Chinese publishers advance scholarly communication and raise publishing standards.
CrossRef Annual Meeting 2012 Global Panel YAN ShuaiCrossref
This document provides an overview of scholarly publishing in China, including books, periodicals, and differences from Western journal publishing. It discusses the Chinese DOI registration system and CrossRef's role in China. Key points are that nearly 2,000 Chinese journals assign DOIs, most through the Chinese system, and CrossRef services like reference linking and CrossCheck help journals improve quality and avoid misconduct.
This document outlines the Wisdom Thailand 2015 project, a major initiative to develop human resources in Thailand's higher education system through 20 strategic research consortia. The project aims to address issues in Thai higher education like low percentages of faculty with PhDs and low research output. The consortia will focus on problems in areas like alternative energy, health sciences, nanotechnology, and more. The project expects to train 9,600 PhDs, develop 2,800 faculty, generate 12,000 research publications, and establish 60 centers of excellence through international collaboration and grants over 6 years.
Caroline Sutton gave a presentation on open access publishing at an ISMTE meeting. She discussed Co-Action Publishing, which she is the president of, and the Open Access Scholarly Publishers Association (OASPA) which she currently leads. She defined open access as providing both free access to and re-use of scholarly articles. She outlined the changing arguments in favor of open access from financial to promoting innovation. She also discussed trends in open access publishing such as mega journals and linking publications to data.
This document discusses plans to launch a new open access e-journal called the European Journal of Taxonomy (EJT) as a collaborative effort between natural history institutions. It notes that current taxonomic journals do not adequately accept or value descriptive taxonomic work. The EJT aims to set new standards in taxonomic publishing by being fully online, peer-reviewed, and integrating new technologies to increase accessibility, visibility, and links to other data resources. An organizational structure is proposed with a steering committee, management committee, editorial board, and associated group of institutions. The advantages for natural history institutions, authors, readers, and publishing staff are highlighted. A timeline for launching the EJT in 2011 is also presented.
Conferencia: Pasado y presente de la innovación en China.
Koen Jonkers. Investigador Ramón y Cajal. Instituto de Políticas y Bienes Públicos del CSIC.
Madrid, 1 de octubre de 2012
- The Royal Society of Chemistry (RSC) is a learned society and scientific publisher formed in 1980 through the merger of several chemical societies dating back to 1841.
- As a publisher, the RSC publishes over 30 journals, 80+ books per year, databases, and magazines. The RSC employs around 360 staff across its offices in London and Cambridge.
- The document discusses the roles and responsibilities of editors and publishing staff at the RSC, including managing the peer review process, developing journals, promoting published content, and career opportunities in scientific publishing.
This document provides guidance for vendors responding to a request for proposal (RFP). It outlines the key steps, which include reading the RFP thoroughly, establishing win themes in an internal kickoff meeting, collecting questions, framing the response, ensuring proper grammar, conducting an internal review, submitting before the deadline, preparing for presentations as an assembled team with rehearsal, taking nothing for granted by being overly prepared, negotiating if selected, celebrating the outcome, and conducting a post-mortem review.
The document discusses the request for proposal (RFP) process. It defines an RFP as an invitation for vendors to submit proposals to provide goods or services to an organization. The document outlines the key steps in the RFP process, including assessing needs, preparing and distributing the RFP, evaluating proposals, conducting presentations, and negotiating contracts. It provides guidance on elements to include in an RFP, questions to ask vendors, tips for evaluating proposals and presentations, and best practices for negotiations.
This document discusses the RFP (Request for Proposal) process. It begins by outlining when an RFP may be needed, such as when a contract is up for renewal or there are issues with the current vendor. It then discusses selecting a consultant to manage the RFP process if desired. The document outlines the consultant's role in defining needs, identifying vendors, developing the RFP, managing communications and evaluations. Key aspects of the RFP are described like requirements, expectations and allowing vendor questions. The proposal, demo and contract phases are also summarized. The goal is to have a smooth transition to the new vendor selected through this competitive process.
This document provides guidance on executing a successful RFP (request for proposal) process. It begins by outlining when an RFP is the right tool and when it may not be suitable. When scope is unclear or requirements are not well defined, a project charter can help determine the best path forward. The document emphasizes treating the RFP as a process, not just a document, with clear communication and sufficient time allotted. It also provides tips on prioritizing requirements, evaluating differentiators between vendors, negotiating contracts, and determining when to engage a consultant.
This document summarizes a seminar on networking for career development. The speaker has over 24 years of experience in strategy, sales, legal, and business development. They will discuss their experiences as a mentee, peer, and mentor. Networking is defined as developing business opportunities through referrals and introductions in person or online to build enduring relationships. The speaker will discuss why networking and mentoring are important for meeting people in your field, learning industry dynamics, and finding new opportunities. They will provide tips on how to network strategically including starting with goals, focusing on personal connections, using professional societies and social networks, and maintaining a long-term perspective. Contact details are provided for anyone seeking mentoring advice.
Elizabeth Demers is a senior acquisitions editor at Johns Hopkins University Press with 20 years of experience in academic and trade publishing. She signs 20-30 books per year, including monographs, trade titles, and course adoption books. She commissions new books, evaluates submitted manuscripts, provides developmental edits, and attends conferences to promote books and the press. Her talk discusses strategies for networking to build professional connections in two areas: building her book list through conferences, outreach, and social media; and finding future career opportunities by getting involved in the industry and being generous with her time and recommendations.
Angela Cochran is a director, mother, wife, daughter, and volunteer leader who advocates for networking through volunteering and active participation. She recommends getting involved in committees and leadership roles to meet people, learn negotiation and collaboration skills, and gain experience in governance. Cochran also suggests attending professional events to ask questions, start conversations, exchange business cards, contribute online, and speak up so others realize your knowledge and potential to contribute.
Digital Science's mission is to fuel scientific discovery with software that simplifies research. They aim to empower researchers with disruptive technology. They incubate and invest in startups in the research field, with the goal of making research simpler so researchers have more time for discovery. Digital Science is a technology company that serves the needs of scientific research by changing the way science works.
The document discusses diversity and inclusion in mentorship at the American Society of Civil Engineers (ASCE). It describes the ASCE Diversity & Inclusion Council established in 2014 with a mission to foster understanding and cultivate an inclusive workforce. The council has 13 members from different departments, designations, races, ethnicities, and genders. It also works with a separate committee for ASCE's over 150,000 members from 177 countries. Activities to promote diversity include highlighting heritage months, lunch-and-learn sessions on topics like disability etiquette and working styles, and inviting outside speakers on bias. Mentorship can be formal or informal and aims to bridge gaps in skills, self-awareness, and confidence through
The Mentorship Program at T&F was created in 2010 based on employee feedback requesting guidance and support from experienced employees. The program is informal with 1:1 mentoring relationships lasting 6-12 months between employees in different divisions. Over 70 matches have been made in 5 years with only 2 not working out. Benefits include 20% of participants being promoted, 10% transferring, and under 5% turnover. The program increased employee engagement and led to improved productivity and cost savings.
This document discusses mentoring at the American Society of Civil Engineers (ASCE). It provides details about the pilot mentoring program launched in 2014 and the full program launched in 2015. Key points include pairing mentees and mentors, providing training and guidelines, and collecting feedback. The program aimed to facilitate a culture shift at ASCE to emphasize core values like trust, teamwork and excellence. Lessons learned include ensuring mentors and mentees are a good match and maintaining expectations. The author provides their own experience being paired as a mentor and mentee.
The document discusses advice and mentorship. It presents a series of fictional scenarios where a person seeks advice at different career stages and receives both helpful and unhelpful advice. It then provides recommendations for finding mentors and making the most of advice received, such as looking across different fields, mentoring others, and remembering that not all advice should be followed. The overall message is that while advice can be good or bad, it is still useful to consider different perspectives to help advance one's career.
October Ivins has worked in various library and information science roles since 1985, including positions at UNC Chapel Hill Library, LSU Baton Rouge Library, and UT Austin. She has been involved with professional organizations like ALA, NASIG, and SSP since 1981. As an independent consultant since 2001, Ivins mentors others on career development topics such as getting the most out of conferences, choosing positions, supervisor and coworker issues, and professional associations. Her document provides advice on training opportunities, managing staff, getting referrals, and preparing for phone interviews.
Early in one's career, a formal mentor is not necessary as support can be found from observing mid-to-late career colleagues. Peer mentoring through collaboration with other managers, especially other women managers, can also be effective. As careers advance, having a women mentor becomes important as women face unique challenges in the workplace and mentors help other women navigate their careers. Without any mentor, one risks lacking career advice, feeling stagnant in their career progression, and experiencing periods of career confusion with no expert to provide guidance.
Adrian Stanley discussed his experience mentoring fellows through the SSP program. He explained that mentoring involves softer guidance to help mentees develop over the long term through balanced listening, directing, and connecting. Fellows benefit from the experience and connections of mentors, who can help open doors, share new perspectives, and make introductions to expand networks and opportunities in the industry. Feedback from fellows showed mentoring helped them learn from experience, feel more included and secure asking questions, and broaden their industry perspectives.
The document discusses two kinds of mentorship at the nonprofit organization BioOne. It provides an overview of BioOne's mission to make scientific research more accessible and its founding by both library and publisher interests. It then defines a "culture of mentorship" as a work environment where employees feel comfortable getting advice from supervisors and colleagues, who see them as whole people rather than just skills. The second kind of mentorship is described as a more traditional unofficial mentor who provides professional guidance. It concludes by listing the executive staff of BioOne and contact information for the speaker.
This document provides a summary of October Ivins' career experience and areas of expertise. It lists her educational background, including degrees from UNC Chapel Hill Library in 1974-1985, UNC Chapel Hill SILS in 1985-1987, and LSU Baton Rouge Library in 1987-1995. It also outlines her work experience at UT Austin SILS from 1995-1998, Publist.com from 1998-2000, Booktech.com from 2000-2001, and as an independent consultant from 2001-present. The document then discusses how her definition of an information professional has loosened over time to include various managerial roles. It concludes by listing topics she provides career coaching and mentoring on, such as choosing jobs
Mohammad H Asadi Lari presented on creating an office culture of mentorship from the perspective of an early career student and mentee. He discussed his experiences being mentored through the SSP Fellowship program and beyond. Emerging trends in early career mentorship include more organizations introducing formal mentorship opportunities and an increase in both professional and peer mentoring models. Mentorship provides visible benefits like networking and career development, as well as hidden benefits beyond initial programs.
This document discusses opportunities for Western academic publishers in China. It notes that China is a rapidly growing market with increasing research output and funding. However, it is also highly competitive. The document outlines several strategies publishers can consider to engage with the Chinese market, including developing local language materials, using social media platforms allowed in China, attending Chinese conferences, exploring co-publishing opportunities with Chinese partners, and developing a long-term strategic plan focused on impact and relationships within China. It also discusses China's increasing open access policies and investments in research universities that could affect publishing opportunities.
This document discusses JSTOR's growing participation in Turkey from 1999-2014. It shows that participation grew slowly at first but increased significantly after the Turkish government began funding access to JSTOR collections through the Anatolian University Libraries Consortium in 2005. Participation and number of collections licensed continued to grow steadily through partnerships with the consortium and engaging a licensing agent in 2013. While agents can help with local representation, awareness, and relationships, they also present challenges of managing expectations, competing demands, and individuals not reporting to JSTOR.
1. SSP Annual Meeting 2007 – China 101
Adrian Stanley, CEO
The Charlesworth Group (USA)
2. History and Background
• Family firm - founded in 1928, printers
• Clients are society & commercial publishers
• Services; typesetting through to printing/binding,
China Rights and licensing & China marketing
• Offices in UK, USA, and China,
Beijing, Philadelphia & Wakefield/London
• Working in China since 1999, WTO 2001-02
• Lived in China for 4 years, developed business,
3 to 100+ staff, plus good friends for life
3. Scholarly Publishing in the
Chinese Marketplace
• Introduction - Why China
• Who are the players
• Steps to working there
• A few examples
• Summary
4. Why China – quick facts
•“There are currently 110 million
Chinese who are learning English
compared with roughly 50,000
Americans studying Chinese.”
Kirk and Larsen, Far Eastern Economic Review 2005
5. What happens in research & development
& publishing is driven by China's top level
priorities.
70,000 70,000
60,000 60,000
50,000 50,000
40,000 40,000
30,000 30,000
20,000 20,000
10,000 10,000
0 0
Year
CHINA-all fields
Thomson ISI David Pendlebury (david.pendlebury@contractor.thomson.com)
6. Why China
• 20% increase year on year Chinese going into
higher education/university last 4-5 years
• Requirements to publish, Lecturer (1), assistant
professor (5), masters (3) doctorate 3-5,
survey by MOE/MOST
• Incentives to publish in western journals,
promote top research done in China.
• Growing R&D expenditure increasing, trade
surplus
7. Why- benefits to US publisher/society
• A key area for sales and growth (subs)
• Copyright situation much improved, extra
funding to buy legal copies (conference)
• Increase in Chinese authors, content of
value to western journals
• Scholarly communication is advanced if
all scholars have access to the widest
range of other scholars’ work
8. How we got started in 2000
• Market research, understanding
• Make relationships, open discussion, try
out business models, and trust … identify a
gap and need
• Develop business understanding and
relationships
• Show you are there for the long term !
• Build a good team, on the ground
• Hard work …
9. Structure
Chinese
Government
General
Ministry of
Administration
Science and Ministry of
of Print and
Technology Education (MOE)
Publications
(MOST)
(GAPP)
Chinese Universities China National
Publications Import/
Academy (most have at
Export Corporation
of Sciences least 1 journal) (CNPIEC)
(CAS) (and other importers)
Chinese Association
~200 research China University Independent
of Science and
Science Press Press Association Higher Education
Technology (CAST) institutes publishers,
(>200 journals) (>100 presses) Press
(190 societies (~1000 journals) others
~1000 journals)
10. Who the players are
• Agents for print sales (CNPIEC aka
Beijing Book, CEPIEC, Zhongke, WPC,
world wide agents.
• Consortia, online sales, CALIS, NSTL,
CAS, CASS, CAST.
• Pharma sales
• Larger publishers, Springer, Elsevier,
Blackwell etc
• Libraries and end users
11. The agents
• Approximately 34, with licenses to import
• CNPIEC aka Beijing Book largest, organiser of
BIBF (Sept) 70% market, importing over 100k
books, 40k news paper/magazines & 30k
periodicals
• Catalogues on CD, main titles in print, adverts
• Take part in Academic Journal road show
• CEPIEC (China Educational Publications
Import & Export Corporation)
12. The Chinese Academy of Science
(CAS)
• CAS has 5 sections Mathematics, Physics, Chemistry,
Earth Science, & Technology.
• CAS has 11 regional branches, offices are located in 20
provinces and municipalities throughout China.
• CAS has over 100 institutes, one university (the
University of Science and Technology of China), one
graduate school. HQ in Beijing
• Membership of the Academy represents the highest
level of national honor for Chinese scientists.
• CAS has invested in or created over 430 science- &
technology-based enterprises.
13. Online sales
CALIS (China Academic Libraries Information System)
Comprised of academic libraries
Central negotiating, price per institution, libraries opt-in
Funding comes from libraries members, not CALIS
500 libraries, library members can opt in, may grow
Mission is to facilitate content acquisition for their members
NSTL (National Science and Technology Library)
Comprised of research institutes and universities (non
commercial)
Buys nation-wide or multi site access
Mission is to provide fair access across China
14. How to get started, What’s your journal
info, advantages and strengths
• Impact factors
• Journal ranking
• Number of issues and pages, pricing
• Aims and mission
• Key strengths
• Reasons to subscribe
• Consider putting in Chinese
15. What’s your current China info
• Do you know current Institutional subs
• Individual subs
• Online usage v’s print
• Chinese members
• Chinese authors
• Need knowledge to know potential & make
decisions in a changing market
16. Ways to work
• Passive sales, catalogues, mass market
• Online trials, lessons and marketing, usage
• Consolidate current sales, know their needs
• Targeted marketing, identify end users, call
campaign, email, website, adverts, attend
subject conferences
• Make connections with similar societies, be
aware of agendas and needs
• Local language
17. Ways to work, trials
• Know the players, agenda, pricing,
institutions, ways the consortia work
• Understand contracts, issues
• Have an idea about budgets and
expectations, what is your approach
• Challenges in China, access speeds,
search/meta data, perpetual access
18. Ways to work, after agreement
• Monitor online usage, cost per download,
librarians gate keepers
• Promote titles, help increase online
usage
• Look at other metrics, number of
authors, citations, rejections/feedback
• Example of science, & challenges in
China
19. A few examples of partnerships
• 2006, Springer and China’s Higher Education Press
(HEP) began 5 year partnership to co-publish a
series of 27 journals: Frontiers in Selected
Publications from Chinese Universities. The first 12
journals, released in Jan 2006, cover biology, mathematics,
physics, chemistry, mechanical engineering; electrical and
electronic engineering; forestry; economics; education; history,
law & philosophy.
• Journal Department selects best papers,
HEP/Charlesworth typeset/translate/print
• Springer Publish in English outside China on
SpringerLink, win win …
20. A few more examples
• Nature China … publish best research
from China and Hong Kong
• ESA, BioScience, special China issues
• Blackwell/Elsevier partnerships with
Chinese societies, author training
• AMA/Chest Chinese editions
• Rockefeller, research report
21. Lessons
• See the long term picture, allow time, lay firm
foundations, note wages increasing in line with
the west for senior key staff
• Have some good partners/people on the
ground, trust
• Invest time, it can be hard, but worth it …
• Visits, took key staff from China to UK/US,
vice a versa, build relationships, customs
• Reed Elsevier CEO 8 trips/yr
22. Summary, what to do
• Understand how China is having
an impact on your field of science
• Discuss knowledge/information strategy
• Plan visit/connections, see what subject
conferences are taking place there
• Consider putting some content in Chinese
• Know the pitfalls, not all science good yet,
communication, culture
23. Take a chance to Visit !
• Beijing International Book Fair (BIBF) 30th Aug – 3rd Sept
• Conferences/subject specific meetings
• CWG Publisher trip, includes seminar with the NSTL,
China Academy of Science Library, CALIS Medical
Presentation & reception with librarians
• Visit to a Chinese publisher, Chinese editors
• Presentation by GAPP (General Administration for Press
and Publications) on policy issues in China
• Visit to Shanghai University and libraries
• Discussion/focus group sessions with end
users and librarians … more info at;
http://www.charlesworth.com/newsflash~tour07
24. Summary
• Still developing, major player
• Take the long term view, strategy and policy …
watch trends …
• Getting information from China, making
partnerships, reaching out …
• Examples of others, Nature, Blackwell
• Go see for yourself
• Good luck … any questions ….
Contact info: a_stanley@charlesworth.com
phone +1 215 922 1611 www.charlesworth.com