As requested, here is a summary of all the things found so far through the FOIA requests regarding PubMed Central — from eLife to BMC to JMLA to conflicts of interest to coverups. It’s quite a fetch.
Another association of historians has recommended that students be allowed to impose limited embargoes on their dissertations. And so the question arises again: whose work is the dissertation, and who should control it?
Our measurements of online advertising and online usage seem concrete and definitive, but they may obscure a larger truth about actual engagement and usage, leading to that subtle distinction between precision and accuracy.
The Internet rewards scale and creates clear competitive disadvantages for niche businesses. Now that a long-term economic downturn has made for starker realities, the effects of this basic set of facts seem inevitable.
The Chronicle of Higher Education reports that Elsevier has issued a sweeping series of Digital Millennium Copyright Act (DMCA) take down notices regarding Elsevier-published content to Academia.edu, a file-sharing network for researchers and other academics.
This has prompted a storm in the Twittersphere, a response from Elsevier, a number of commentaries on blogs and list-serves, and a truly bizarre article from CNET. Academia.edu for its part is reportedly encouraging authors of affected papers to sign this Elsevier boycott petition despite the fact that their own terms of use prohibit the posting of content that infringes on the copyright or license of publishers such as Elsevier.
Is this a footnote or the end of a chapter in the annals of digital science publishing?
The editor of eLife, on the eve of accepting his Nobel Prize, publishes an article designed to give his journal a competitive advantage. Unfortunately, the errors, lack of disclosure of his incentives, and inappropriate dismissal of incentives made the social graph light up with derision.
The five stages of book publishing outlined here describe the arc as publishers move from the traditional model (where print books were sold mostly in bookstores and to libraries) through a range of developments using online media, culminating in new forms of subscription marketing.
As consumers, we are often seduced by the apparent simplicity of the products we use. This can lead us to believe that products are as easy to make as they are to consume — and that is a mistake.
PLoS has an interesting opportunity before it to push its most robust service, PLoS ONE, very aggressively for growth. PLoS can do this by lowering the cost of publishing fees, which would make it increasingly hard for other publishers to match them for a Gold OA service. This could result in PLoS ONE becoming the default OA publishing option for all STM publishing.
A somewhat strange anonymous letter raises questions, both intentional and unintentional, about the Copyright Clearance Center.
As revenues from alternatives decrease and digital revenue sources prove insufficient, publishers are finding that straight-up asking readers to pay may be the best approach going forward.
What is the role of the Copyright Clearance Center in a digital age?
Gold open access publishing has proved to be successful, but it has certain limitations. This essay probes what those limitations are, but it argues that OA’s limitations do not outweigh its strengths. Gold OA most usefully coexists with traditional publishing models.
In a decision that may have deep and wide-ranging implications for the publishing industry and for future applications of the fair use doctrine, Judge Denny Chin has dismissed the Authors Guild’s eight-year-old lawsuit against Google over its Google Books project.
Given the pace of technological change, new sources of professional information and community, the increasing competition for attention, shifting demographics, and an uncertain economy, an effective strategy is more important than ever. While most commercial organizations have developed strategic frameworks, and many now have leadership roles dedicated to strategy, not-for-profit organizations tend to focus less on these activities. While some of this “strategy gap” may be due to relative resource scarcity and its associated time pressures , there are also structural and governance issues at play, particularly in the case of professional associations. These challenges are not insurmountable, however. Professional associations can close the strategy gap by incorporating this series of steps into their strategy development and implementation processes.