66 Survey Results: Survey Questions and Responses
programs and faculty research areas. Lack of dedicated librarian or staﬀ member for these activities;
probably until this becomes a university priority, a separate line in the library would not be feasible.
Lack of coherent campus plan. Funding to support targeted resources. Dedicated personnel.
Lack of funding. Uneven promotion of licensed resources. License restrictions of database terms.
Lack of funding to purchase resources. Lack of manpower to oﬀer services and programming. Lack of
expertise among the people we do have.
Lack of strategic plan that prioritizes entrepreneurship. Workload. Licensing restrictions.
Licensing and price negotiations for resources that support these activities, plus the need to educate
others on, and be mindful of, licensing restrictions and the university’s local policies regarding
authorized use and promotion of resources, particularly for non-course sponsored business plan or
case competitions (and national or regional competitions). Libraries must have clear policies that
are consistently applied, yet know where to make judgment calls, depending on the situation or
circumstances. Librarians have concerns about potentially not providing the same level of support
for regional or national competitions as libraries at other universities. Some providers are becoming
more flexible and understanding about the direction that universities are taking to incorporate real-
life problem-solving experiences, or steps for commercializing actual technologies, within course
assignments. The decentralized nature of entrepreneurial activities university-wide, and the many
diﬀerent people and programs that are already supporting entrepreneurial activities in various ways.
The ability to more strategically support this work with existing staﬀ.
Licensing issues. While we haven’t directly had any problems yet, I foresee more issues as our students,
faculty, and staﬀ increasingly collaborate with individuals outside our institution. Paying for new
resources. Trying to herd cats to gather small amounts of funding from many diﬀerent parties for more
expensive resources. Determining appropriate resources and services for the diﬀerent stages of the
Licensing of resources. It is diﬃcult to determine what resources and what level of service are needed.
It is diﬃcult to make resources widely available at a reasonable cost. How to best enhance program
engagement with campus users. The high cost of market research reports that are often needed by only
Limited staﬀ. Limited materials budget. Very few collaborative eﬀorts.
Money. Time to devote to entrepreneurship. License restrictions from database vendors.
Money—especially for popular-level books (they are often excluded from approval plans). Space (time
slots often unavailable for instruction rooms.) Database restrictions (potential diﬃculties in working
with campus staﬀ—their use is to advance our institution’s goals, but it is very close to the line of
Money to fund enough market research resources, and advocacy about the need for funding by the
major decentralized communities on campus that need these resources but expect the funding to come
out of thin air. Lack of time for the librarian to develop additional outreach and just-in-time online
instruction. Managing researchers’ knowledge of the use restrictions of the licensed resources so that it
doesn’t take a lot of the librarian’s time yet maintains appropriate use of our resources.
Non-centralized nature of entrepreneurship at this campus. Disconnect between non-proﬁt and for-
proﬁt needs/expectations. Deﬁnition of entrepreneurship is broad and diﬀers from group to group.
Not directly involved in the decision making process of the centers/programs that create/host
entrepreneurial classes and programs. Accessing entrepreneurial users is diﬃcult, especially when they
are working in the incubator, a location that is not near the library. Constantly changing and evolving
programs makes keeping track of contacts/programs a challenge.