PLOS ONE Output Falls Following Impact Factor Decline
Are authors leaving PLOS ONE for higher performing journals?
Are authors leaving PLOS ONE for higher performing journals?
A contemplation of constraints — how some have vanished, how others are needed, how new ones are emerging, and the benefits constraints deliver.
A study of journal advertising support in large, multi-specialty journals fails on many key fronts.
A look back at 2013 in The Scholarly Kitchen.
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.
It is challenging to come up with an open access program for books that is financially sustainable. One strategy has been proposed by Unglue.it, which uses crowdfunding to purchases copyrights from authors.
Many CEOs of publishing companies find themselves having to manage two companies: the established company and an in-house start-up that is designed to participate in a new paradigm based on digital media. Organizationally this is a very difficult situation to be in, but it is essential if a company is going to persist in the years ahead.
Despite a growing anti-Impact Factor movement, a quick look at readership and search query data shows a continued growth of interest in knowing journals’ Impact Factors, even for the journal where it may be the least relevant.
An animated bubble plot of nearly four-thousand biomedical journals over ten years reveals success, decline and the shifting nature of science publishing.
Are we witnessing the decline of the open access megajournal and a return to a discipline-based model of publishing?
While we tend to think of publishing as an attempt to make objectively true comments about the quality of research, in fact publishing is driven by personality. Services that try to eliminate such personality are likely to see personality reassert itself in other ways.
PLoS has announced the departure of both its CEO and CFO, but has provided no explanation of what led to the management change. PLoS should explain the situation to all its shareholders.
Why would free content be differentially accessed across versions of it, and across publications? A dive into PLoS data leads to a potentially reassuring answer.
Strategic planning is an essential activity for not-for-profit publishers, but many organizations approach this activity with dread. This post proposes a better way to think of strategic planning and outlines its essential nature.
The recent announcement of the merger of Random House and Penguin prompts an essay on why publishers get big. Surprisingly, their own greed has little to do with it.