Discusses several pitfalls that face corporate special librarians, including: defining the library role; management control; decentralization; budgeting; user expectations; purchasing control; organizational propaganda; reporting; clerical staffing; and end-user searching. (five references) (MES)

Because of the researcher's greater appreciation for library services, it has been generally assumed that special libraries operate more effectively reporting through research than through management. Experiences during the recent wave of industrial retrenchments make re-examination of this assumption appropriate (2 references) (Author)

The manager of a corporate library describes five strategies for special libraries to increase services and resources without increasing staff or budgets: automation, reorganization, using temporarily available employees, using in-house services, and participatory management. (Author/EM)

Provides an introduction to "From the Top: Profiles of U.S. and Canadian Corporate Libraries and Information Centers," a compilation of profiles of selected North American corporations. Areas covered in the profiles include professional profiles of library administrators, history, physical facilities, staff size, user populations,…