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The physical engine of change has been the automation of library services. This has resulted in their modernization, but it has been an instrument of change in itself, allowing the reorganization of library services, facilitating the professionalization of their staff and the orientation of libraries towards satisfying the needs of their users.
There has been an explosion of electronic information in various forms, and libraries have not responded badly. First there were databases, then the web, electronic journals, then e-books…. All these new supports are present in libraries (in Catalan libraries, except in university libraries, a little less than it would be necessary) and libraries do not stop incorporating digital information in their services.
Thirdly, and to finish with this topic, there are the consortia. These began their activity towards the end of the 1990s and focused on the purchase or subscription of electronic information products, but have been extending their activities to more areas of library services. If the 80s and 90s were the decades of catalogs and large-scale interlibrary loan systems (OCLC is the paradigmatic example), nowadays libraries are leaning towards proximity management. Why go to Berlin to look for a book on interlibrary loan when a library very close to ours may have it? Technology (and the reduction of its associated costs) has facilitated the creation of collective catalogs (some of them virtual, i.e., without investment in hardware) and the creation of consortial lending schemes of an effectiveness and cost that improve the previous ones. In addition, among a wide range of products, the performance of the main programs does not differ much. It has logically followed that the ability of consortia to buy together has extended to software. Automated systems have not only had to lend themselves to this type of purchasing, but have also incorporated consortia management of services among their services.
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In order to better understand the impact of automation on jobs, this technological revolution has recently begun to be divided into three different sections or waves, considering the progress expected in each one, and the dates from which they will be considered completed.
These 3 waves of innovations are already in process, and it is estimated that they will finish consolidating towards the 2030s (Hawksworth, Berriman, Goel, 2018). Each of them will affect employment in a different way:
We will highlight as the most representative examples David Ricardo and Karl Marx, who theorized about the effects of the implementation of new technologies, and where we observe that technological innovation can be contemplated from a positive or negative point of view:
One thing that is characterizing this new epoch of improvements is speed; never before, in any of the previous revolutions, had improvements been achieved so fast and in so many different fields
Given that this technological revolution cannot be compared with previous ones, a multitude of theories have now emerged about how labor markets will be affected in the near future; we have selected five of them, collected by the Harvard Bussinness Review, and in which we can see how automation will affect employment:
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The paper, entitled “Robots and firms” was prepared by Michael Koch (Professor of International Trade and Macroeconomics at the University of Bayreuth), Ilya Manuylov (PhD candidate in Economics at the University of Aarhus) and Marcel Smolka (from the Tuborg Research Center at the same university).
“While it may be tempting to focus on direct job losses caused by the adoption of robots, it is a mistake to conclude that automation poses a widespread threat to workers, whether in manufacturing or any other economic sector.