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Virtual Communities: Catalysts for Advancing Scholarship
1. Virtual Communities: Catalysts for Advancing Scholarship Module 7: Libraries and Collaborative Research Communities Digital Libraries à la Carte 2009 John Butler <j-butl@umn.edu> Associate University Librarian for Information Technology University of Minnesota, USA
11. Primitives University of Minnesota. “A Multi-Dimensional Framework for Academic Support (2005-2007)” http://www.lib.umn.edu/about/mellon Discover Share Gather Create
12. Primitives => Behaviors Annotating Analyzing Reviewing & Rating Writing Describing University of Minnesota. “A Multi-Dimensional Framework for Academic Support (2005-2007)” http://www.lib.umn.edu/about/mellon Collecting Organizing Discover Share Gather Create Serendipitous Finding Collaborative Finding Structured Finding Keeping Current Acquiring Publishing Teaching Data Sharing Rights
13. Primitives => Behaviors => DaTa Annotating Analyzing Reviewing & Rating Writing Describing Publishing Teaching Data Sharing Rights Collecting Organizing Discover Share Gather Create Serendipitous Finding Collaborative Finding Structured Finding Keeping Current Acquiring
61. Technology Adoption Source : Sociological model developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers, later modified by Geoffrey Moore.
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64. ? Scholar Images Video Books News Data Knol What’s next… Future EthicShare Architecture? Data Aggregation for Discovery Community-tailored Services
70. Virtual Communities: Catalysts for Advancing Scholarship Module 7: Libraries and Collaborative Research Communities Digital Libraries à la Carte 2009 John Butler <j-butl@umn.edu> Associate University Librarian for Information Technology University of Minnesota, USA
Notas do Editor
NSF A virtual organization is a group of individuals whose members and resources may be dispersed geographically, yet who function as a coherent unit through the use of cyberinfrastructure. Virtual organizations may be known by a range of names, including: collaboratories, distributed work groups, virtual teams, online communities, and science gateways. Common characteristics across different types and classes of virtual organizations include: Distributed across space , with participants spanning localities and institutions; Distributed across time , allowing synchronous as well asynchronous interactions; Dynamic structures and processes , at every stage of the organizational lifecycle; Computationally enabled , via collaboration support systems including e-mail, teleconferencing, telepresence, awareness, social computing, and group information management tools; and, Computationally enhanced , with simulations, databases, instrumentation, analytic tools and services which facilitate interaction with human affiliates that are integral to the functioning of the organization. Virtual organizations are often positioned in terms of their potential to advance national priorities of scientific innovation, educational development, and economic competitiveness. The proposition being that virtual organizations can more efficiently and effectively leverage the combination of diverse information and knowledge, skills and resources from different locations and thereby enhance the individual opportunity to learn and the organizational capacity to innovate. To date, however, these claims remain largely untested.
Abstract: Virtual Organization as Process Virtual organization requires a different way of perceiving the world by those who wish to participate in it. There are four key characteristics of virtual organization as process. First, virtual organization entails the development of relationships with a broad range of potential partners, each having a particular competency that complements the others. Second, virtual organizing capitalizes on the mobility and responsiveness of telecommunications to overcome problems of distance. Third, timing is a key aspect of relationships, with actors using responsiveness and availability to decide between alternatives. Last, there must be trust between actors separated in space for virtual organization to be effective. This paper describes the perceptual and social requirements of virtual organization and suggests a research plan for explicating the structure, process and content of any system based on its elements. The structures of individual actors’ perceptions and expectations and the social processes that supply the content of their social experience must be addressed if virtual organization and its advantages are to be understood.
Strategies Undertaken Humanities/Social Sciences: Interviews, Survey Sciences: Interviews Questions: Research practices Interdisciplinary & collaborative research Resource management (organization, storage) Library research
Young emergent field, with enthusiasm in leading scholars for use of collaborative technologies.
Identity management (who are you across multiple institutions) Federated identity management – what solution to embrace?
Express architecture – areas of the architecture. ETL – Drupal – external Conceptual.
Automated downloading, de-duping, and ETL processes that create citations in EthicShare from BBC and New York Times Atom/RSS feeds. Right now the process is scheduled to run once a day, early in the morning.
Social psychology theory
Effectiveness to provide services to our community – when we don’t know what Google, NLM, OCLC will provide for data? Can we get users to come for our data – but can we Framework for others? Stepping stone for something else that we may or may not have stewardship over.
– who “owns,” builds, and runs a VC? Mellon Foundation Scholarly Communications funds EthicShare Who sustains a VC?
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