Paper by Academic publishers claim that they add value to scholarly communications by coordinating reviews and contributing and enhancing text during publication. These contributions come at a considerable cost: US academic libraries paid $1.7$1.7 billion for serial subscriptions in 2008 alone. Library budgets, in contrast, are flat and not able to keep pace with serial price inflation. We have investigated the publishers’ value proposition by conducting a comparative study of pre-print papers from two distinct science, technology, and medicine corpora and their final published counterparts. This comparison had two working assumptions: (1) If the publishers’ argument is valid, the text of a pre-print paper should vary measurably from its corresponding final published version, and (2) by applying standard similarity measures, we should be able to detect and quantify such differences.
Our analysis revealed that the text contents of the scientific papers generally changed very little from their pre-print to final published versions. These findings contribute empirical indicators to discussions of the added value of commercial publishers and therefore should influence libraries’ economic decisions regarding access to scholarly publications….(More)”.
…In 1986, the American management guru Tom Peters popularized the organizational theorist Mason Haire’s dictum that, “What gets measured gets done,” and with it a credo of measured performance that I call “metric fixation.” In time, the devotees of measured performance would arrive at a naive article of faith that is nonetheless appealing for its mix of optimism and scientism: “Anything that can be measured can be improved.”
In the intervening decades, this faith-based conceit has developed into a dogma about the relationship between measurement and performance. Evangelists of “disruption” and “best practices” have carried the new gospel to ever more distant shores. If you work in health care, education, policing, or the civil service, you have probably been subjected to the policies and practices wrought by metric-centrism.
There are three tenets to the metrical canon. The first holds that it is both possible and desirable to replace judgment – acquired through personal experience and talent – with numerical indicators of comparative performance based on standardized data. Second, making such metrics public and transparent ensures that institutions are held accountable. And, third, the best way to motivate people within organizations is to attach monetary or reputational rewards and penalties to their measured performance….(More)”.