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The purpose of this paper is to bring together the findings of two studies investigating the value of academic libraries to teaching and research staff in higher education institutions. The Working Together (WT) project was an international study, funded by SAGE Publishing, investigating the value of academic libraries for teaching and research staff in the USA, UK and Scandinavia. The Raising Academic Impact (RAI) project was an initiative of the University of Nottingham (UoN) aimed at increasing the impact of academic librarians in departments across the university by assessing perception and awareness of current library services and future needs of academic staff.

The WT project was conducted during Spring 2012, comprising a series of eight case studies and an online survey exploring the case study experiences and findings within their wider regional and academic context. One was conducted at the UoN, and included the RAI project. The RAI project was originally a four-phase initiative conducted by academic librarians at the UoN. The first phase, which is reported in this paper, consisted of a survey of teaching and research staff, distributed in summer 2012, investigating awareness, uptake and value of existing services, as well as demand for new library services.

Determining the value of academic libraries is a challenging task as very little evidence (beyond the anecdotal) is collected. Perceptions of library value vary greatly between what librarians think the value of their library is to academic staff and how academic staff actually value their library. Information literacy and study skills teaching are greatly valued by academic staff. Despite current efforts, research support is still limited, owing to a cultural barrier hampering greater collaboration between libraries and academic staff in this area. Communication and marketing are keys to increase the value of academic libraries to teaching and research staff.

This paper presents the key findings from the two studies in parallel. It is anticipated that these discoveries will be of interest to the wider library community to help libraries develop services which are closely linked to the needs of teaching and academic staff.

The global food waste and food scarcity paradox is steadfastly increasing. This study aims to examine the effects of digital nudging as forms of positive and negative reinforcement to change food waste behavior and found that nudging positive reinforcement modifies this habit.

A field experiment was conducted on 628 diners randomly split into experiment (n = 412) and control group (n = 216) in two separate dining locations over four weeks. Out of these, 412 diners were randomly subjected to tent cards with positive (n = 228) and negative (n = 184) reinforcement nudging and completed a questionnaire to ascertain if nudging affects their consumption behavior. Consumption waste per unit revenue was calculated from all 628 diners individually to analyze the financial impact between control and experiment groups.

SEM analysis reveals that positive reinforcement mediates between external motivators (social media and restaurant service) and reduction of food waste behavior. Further analysis also reveals that nudging has a higher three times effect on reducing food waste as compared with no nudging (control).

Positive messaging encourages behavior change more effectively as compared to negative ones. Gentle reminders of how everyone can personally be a “warrior” or “hero” in the fight against global food waste increases the likelihood of altruistic motivation in tackling these issues.

This study demonstrates how positive reinforcement in the form of nudges acts as key mediator to support reduction of consumer food waste on site, ultimately helping to reduce financial costs compared to those without nudges.

Graham S. Clarke, TD MA FCA FRSA, financial director of Fairey Holdings for the last four years, has been appointed managing director of its Energy and Military Engineering Division.

All items listed may be borrowed from the Aslib Library, except those marked, which may be consulted in the Library.

People After acting as a section head in BLR&DD since the summer of 1984 John Burchell has been officially promoted to this post. His particular responsibilities include dissemination, user education and professional education. Sue Howley, BLR&DD project officer responsible for information policy, has been promoted to the post of Head of Central Services, Science Reference and Information Service (formerly Science Reference Library). Dr Richard Snelling, the project officer responsible for social science information, has transferred to Western Manuscripts in the British Library's Special Collections directorate.

Most libraries use a combination of three methods for acquiring serials: purchase through subscription agencies and other vendors, purchase direct from publishers, and the exchange of materials with other institutions. Subscription agencies and vendors dominate serial acquisitions, handling between half and two‐thirds of the annual serial expenditures of U.S. libraries. Subscription agents can avail themselves of economies of scale, discounts from publishers, and sophisticated automated systems, to provide basic subscription services — order placement and renewal, publisher prepayment, and support for the claiming of missing issues. Beyond these basics, agents offer a variety of ad‐ditional services ranging from printed catalogs and customized invoices to online files of serial pricing data, and electronic messaging systems. Although some agencies offer discounts on certain types of publications and services, they usually levy service or handling fees to cover the cost of service provision.

WHY is it, may we enquire, that so few work study technicians write about work study?

A great meeting was held at the Albert Hall on July 30th to call for the internment of all aliens of enemy blood. Mrs. DACRE FOX presided, and read the resolution which it was proposed to put to the meeting, as follows :—

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).