In his introduction, the editor makes it clear that this book is not intended to give a “right” answer on convergence of services. He is clear that there is no single model which can be proved to work; instead he hopes that his readers can extrapolate lessons which will be applicable to their own situations. The initial chapters present theoretical approaches; these are followed by case studies (although some might be characterised as generalisation, based on a specific experience); the final chapter considers the question in relation to the changing contexts in which universities work.
The book is concentrated wholly on USA experience; every reference appears to be to a US publication. In this it contrasts with articles on similar topics in the UK at least where the frame of reference is wider – not just the USA because it was early in the field, but other European countries as well. This gives the book a somewhat introspective feel, which is reinforced by the assumption that the reader will grasp the functions of Presidents, Vice‐Presidents, Provosts, Vice‐Provosts and Deans. Extrapolating the lessons of an administrative structure can be difficult for the foreigner.
Among the chapters on the theory, there is a very useful setting of the context of the two waves of convergence, the first being visionary and the second more inclined to the budgetary. The two drivers are useful to keep in mind, although the specific examples show that the situation is less clear‐cut. There is recognition too that merger may not always be the solution, and reference to those things which will facilitate it and those which will hinder it. There is consensus among the writers that the factors, which have raised the question of merger, have been the computerisation of library systems, the spread of networked PCs across the campus, and the growing range of information available over the Internet.
To judge from the specific examples in later chapters, the first of these – computerised library systems – was at least as often a source of tension as of co‐operation. The most fruitful area of joint activity, irrespective of the administrative organisation, is seen to be training of users in accessing information over a network. This is generally seen to require trainers with both technical and bibliographical skills. Joint help‐desks are in contrast fairly regularly found to be a source of conflict and worry, with each group concerned that it cannot answer questions directed at the other group.
A number of papers refer to the different cultures of libraries and computer centres. Essentially, libraries have normally been seen as part of academic activity, while computer centres have arisen out of administrative activities. This may be another national characteristic, since in the UK computer centres also arose within the academic sphere, and have only relatively recently joined forces with administrative computing. One question which none of the authors mentions is why, when computer centre directors in the USA often have a previous history as faculty in science or mathematics, the centres are felt to be insensitive to academic needs – while libraries, run by staff with professional qualifications but not necessarily any history of teaching, are thought to be wholly in sympathy with academic goals.
Probably the most interesting chapter is inevitably that on the failure of merger at Gettysburg University. As an example of an inappropriate application of management theory it is not only instructive but highly entertaining to read; for those caught up in the débâcle it must have been anything but funny. Perhaps the most instructive aspect of it is that it is possible to see the lost opportunities which might have made it an exemplar of advance through merger. The most interesting note comes at the end; the moves of the newly‐separated organisation to establish a jointly‐designed “electronic classroom” and to join forces for freshman orientation. This surely bears out the editor’s comment in the introduction that “There is no question that at most academic organisations computer centres and libraries are working more closely together than ever before.”
This common ground appears in virtually every chapter, and is one reason why this is not one of the most riveting books I have read. Another negative feature is the repetition of the differing characteristics of librarians and computing staff which seems to paint the latter in a negative light – rather than considering whether there are complementary aspects which could make the whole greater than the sum of the parts. If the book had focused on the area of controversy – the possible organisational structures – it might have carried more interest (and would have been shorter!); as it is the controversial aspects have to be extracted from the consensual elements.
Because there is no attempt to pull the whole together (other than the final chapter, which implies a need for libraries and computer centres to co‐operate before both are declared redundant), certain important theories do not occur, or are lost. There is only passing mention of the need for both services to serve the university mission, and no discussion of the part an information strategy and clear objectives for the services set by the institution as a whole might have in shaping the organisational structure. There is no discussion of the danger, where there are separate services, of essential aspects falling down the gulf between them: if the library refuses to have anything to do with the technical side, and computing sees its mission as helping students and staff to write programs and run experiments, who supports those using word processing packages?
Finally, but not trivially, there is the question of financial resources. While these are mentioned, and a contrast made between the allocation of more to a merged service and the expectations of economies of scale, surprisingly no thought is given to whether it is better to argue the relative priorities of information and technology in a public committee or within a single department with common objectives. He who pays the piper calls the tune, and where the services remains separate their priorities may be decided by a manager without even a toehold in either camp.
To merge or not to merge. The jury remains out, though with the caveat that each must at least acknowledge the other’s existence. Those considering the issue will find a lot of raw material in this volume, but whether in the end it will assist or further confuse is another unanswered question.
