65 SPEC Kit 355: Campus-wide Entrepreneurship
Cost of market research databases. Staffing to support all of the entrepreneurial activities. Marketing
our library services.
Creating an open and inclusive environment for all disciplines and backgrounds. Creating a strong and
unique identity in relation to the other campus entrepreneurial offerings and centers. Designing our
physical space to support our mission while still maintaining an open access environment.
Database licenses that prohibit use for commercial purposes. Lack of financial resources for
renegotiating existing database licenses to allow for greater access. Lack of financial resources to
acquire new databases.
Developing stronger relationships with campus entrepreneurial groups. Funding. Staffing.
Disseminating information about the library’s resources and services. Lack of additional staff to
focus more time on entrepreneurship activities. Lack of funds to purchase additional databases and
online resources.
Entrepreneurship being spread out over many schools and other units. Licensing challenges.
Resource pricing.
Funding. Staffing. Space.
Funding. Loose structure of programs on campus. Some are well connected to the library. Others are
not. Time, if all programs began requesting library services.
Funding (and continuation funding) for entrepreneurial resources (databases, books, online serials,
etc.) Funding for staff. Funding for entrepreneurial resources (databases, books, online serials, etc.) for
alumni (and possibly the public).
Funding for resources. Lack of specialized knowledge. Units don’t see the need.
Hard to make our services know across campus to a wide variety of users. Funding for future resources,
display spaces. Cultural “perceptions” that are difficult to overcome—entrepreneurs want to act
immediately, the library promotes researching first.
Having a comprehensive understanding of campus needs for support at this time. Ascertaining the
skills for supporting entrepreneurship. Making decisions about space and technology needs that could
support entrepreneurship across disciplines.
Human and financial resources. Sustainable partnerships (relationship-building across campus takes a
concerted effort). Space.
Insufficient funding. Only one librarian assigned to the College of Business.
Insufficient staffing. Insufficient database subscriptions. Insufficient user awareness of library
resources and capabilities, which gets back to insufficient staffing.
Keeping track of entrepreneurship activities across campus—both where these activities “live”
administratively and how these decentralized groups work together. The lines between student
ventures and non-academic, for-profit ventures can be blurry; these blurred lines could have
implications for our license agreements. Funding for new entrepreneurship resources.
Lack of additional funding. Lack of staff expertise/funding.
Lack of an entrepreneurship librarian dedicated to support the program. Providing access to the
resources (print and e-) that support the variety of entrepreneurship interests.
Lack of campus-level coordination. Our “college” structure is very decentralized and would be a
massive undertaking for the university to try to align across various colleges. Our overall flat budget
for collections has made acquiring additional on-going resources a challenge across the board. This
would include any resources that would benefit entrepreneurs on campus along with relevant academic
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