capita selecta on scholarly communication

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11-06-22 [email protected] Capita selecta on scholarly communication presented by Leo Waaijers, Manager of SURF Platform ICT and Reseach, to the 2004 Winter Meeting ‘Economic Models for Scientific Information, Production and Distribution’ of ICSTI Paris, January 15-16, 2004.

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Capita selecta on scholarly communication. presented by Leo Waaijers , Manager of SURF Platform ICT and Reseach, to the 2004 Winter Meeting ‘Economic Models for Scientific Information, Production and Distribution’ of ICSTI Paris, January 15-16, 2004. Philosophy Who’s responsible? - PowerPoint PPT Presentation

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Page 1: Capita selecta on  scholarly communication

[email protected]

Capita selecta on scholarly communication

presented by

Leo Waaijers,Manager of SURF Platform ICT and Reseach,

to the 2004 Winter Meeting

‘Economic Models for Scientific Information, Production and Distribution’

of ICSTIParis, January 15-16, 2004.

Page 2: Capita selecta on  scholarly communication

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• Philosophy

• Who’s responsible?

• Managerial concept

• Generic innovations– Repositories– Open Access

• To conclude

Page 3: Capita selecta on  scholarly communication

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Philosophy

Scientific progress thrives on the symbiosis of creation & communication

Page 4: Capita selecta on  scholarly communication

Upon hearing that he was awarded the Nobel Prize with Brenner and Horvitz, Sir John Sulston is quoted as saying that:

"The worm [C. elegans] worked so well because the community held an ethos of sharing - just as the public genome projects have - from the beginning. We gave all our results to others as soon as we had them. From sharing, discovery is accelerated in the community. Research is hastened when people share results freely."

(The Guardian, UK, October 8, 2002)

Page 5: Capita selecta on  scholarly communication

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Who’s responsible?

If communication and creation are equally important, management is equally responsible for both.

Page 6: Capita selecta on  scholarly communication

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Managerial concept

If managers are prepared to accept their responsability, is there a managerial concept to rely upon?

Page 7: Capita selecta on  scholarly communication

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Knowledge cycle(Nonaka, Senge, Prahalad, Weggeman, Jacobs e.a.)

create publish

organize study

Page 8: Capita selecta on  scholarly communication

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Classical roles

create publish

organize study

Page 9: Capita selecta on  scholarly communication

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Change drivers

1. Serials crisis

2. Information & Communication Technology

3. Knowledge management theory

Concatenating 1980-2000

Page 10: Capita selecta on  scholarly communication

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New approach

Content management is a

• strategical

• integral

• critical

aspect of a knowledge intensive organisation

Page 11: Capita selecta on  scholarly communication

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New roles

Page 12: Capita selecta on  scholarly communication

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Generic innovations

– Repositories (OAI-MHP)

– Open Access

Page 13: Capita selecta on  scholarly communication

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Open Access

Comparing the Subscription Model and the Open Access Model in

scholarly communication;

Similarities and Differences

Page 14: Capita selecta on  scholarly communication

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Similarities

• Identical products: Edited en refereed scientific articles bundled by subject in journals.

• Permanently archived (e.g. through KB).

• New journals never have an impact factor.

• Publishing costs institute’s money.

Page 15: Capita selecta on  scholarly communication

DifferencesSubscription Open Access

Medium p-only or p+e e-only

Copyright assigned exclusively to publisher

remains with author

Business paradigm

monopoly market

Access proprietary toll way open on the internet

Payment flat fee in advance or, recently, access price per article

publication price per article or, recently, flat fee in advance

Production process

identical, except for the licensing/subscription complexities which are void in Open Access

Page 16: Capita selecta on  scholarly communication

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Price per article

publisher type Big commercialSmall

commercialNon profit BioMed Central

price/(volume x subscr.) € 2.000 € 750 € 350 -

# articles/volume 150 100 75 -

price/(article x subscr.) € 13,3 € 7,5 € 4,7 -

# subscriptions 750 500 300 -

price/article € 10.000 € 3.750 € 1.400 $ 525

accessible by (10.000 per subscription)

7.500.000 5.000.000 3.000.000 ∞

Page 17: Capita selecta on  scholarly communication

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An example

For the year 2002 Wageningen University & Research Centre paid M€ 2.4 to get access to the most important scientific information.

In an Open Access world (and publishing all its articles through BMC) Wageningen would have had to pay M$ 0.7* to get access to all scientific information published worldwide.

* 1417 articles x $ 500

Page 18: Capita selecta on  scholarly communication

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Price differences

may be caused by:

• paper ↔ electronic,

• monopoly ↔ market,

• commercial ↔ non-profit,

• tollage ↔ toll-free.

Page 19: Capita selecta on  scholarly communication

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Food for thought

"We believe there is a 50% risk of a change in the model ten years from now."and

"BNP Paribas expresses its concern regarding the company’s (= Reed Elsevier’s) current subscription based access, as compared to the newer and more successful article-fee based open access system."

‘Professional Publishing’, 200 pp, BNP Paribas, October 2003 http://www.newratings.com/new2/beta/article.asp?aid=341832

Page 20: Capita selecta on  scholarly communication

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More food for thought

• US Sabo Bill 1 ("Public Access to Science Act")• US Sabo Bill 2 ("Public Access to Science Act")• UK Parliament, Science and Technoloy Committee• Report on Changing Research Practices in the Digital Inform

ation and Communication Environment (Aus. Gov.)• AUS$ 12 million for managing university information• The Wellcome Trust Statement• The Berlin Decaration• The Budapest Open Access Initiative

• Result: Directory of Open Access Journals (697 OA journals)

Page 21: Capita selecta on  scholarly communication

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To conclude

The transfer to Open Access is a• win (scientists)• win (society)• win (universities/institutes)• win (libraries)• win (publishers?)• lose (shareholders)step.