For the past two years, Catherine Mitchell, Director, Publishing, California Digital Library, has been involved in an effort to coordinate the services of the library and University Press in order to better support and manage the University of California’s scholarly output. The goal of the initiative—the University as Publisher—is to help the university reclaim its core intellectual asset (i.e., the knowledge it produces) and assert itself more powerfully in the marketplace of scholarly communication. In the process, the university shores up its values, and its value.
“Despite the daunting complexity of the task, universities must take responsibility for managing their own scholarly output or risk losing control of that core intellectual capital,” she says. “If we don’t, someone else will. And it won’t be pretty. We’re talking about our institutions’ major asset.
“If we miss the boat on this, we hand off opportunities to partner with our faculty around issues of intellectual property, curation and preservation standards, and transformative models of scholarly communication. We simply become the ‘buyer.’ And, we risk getting locked into untenable licensing agreements in order to gain or regain access to the very research that our own faculty are producing.”
Nigel Robertson on 01 Nov 11Education, and in particular higher education, has seen rapid change as learning institutions have had to adapt to the opportunities provided by the Internet to move more of their teaching online1 and to become more flexible in how they operate. It might be tempting to think that such a period of change would lead to a time of consolidation and agreement about approaches and models of operation that suit the 21st century. New technologies continue to appear,2 however, and the changes in attitude indicated by the integration of online activities and social approaches within our lives are accelerating rather than slowing down. How should institutions react to these changes? One part of the answer seems to be to embrace some of the philosophy of the Internet3 and reevaluate how to approach the relationship between those providing education and those seeking to learn. Routes to self-improvement that have no financial links between those providing resources and those using them are becoming more common,4 and the motivation for engaging with formal education as a way to gain recognition of learning is starting to seem less clear.5 What is becoming clear across all business sectors is that maintaining a closed approach leads to missing out on ways to connect with people and locks organizations into less innovative approaches.6 Higher education needs to prepare itself to exist in a more open future, either by accepting that current modes of operation will increasingly provide only one version of education or by embracing openness and the implications for change entailed. In this article we look at what happens when a more open approach to learning is adopted at an institutional level. There has been a gradual increase in universities opening up the content that they provide to their learners. Drawing on the model of open-source software, where explicit permission to freely use and modify code has developed a software industry that rivals commercial approaches, a proposed
