This paper shares the results of a survey of North American academic librarians engaged with campus entrepreneurship to identify unique job responsibilities and tasks, the skills and experience they employ to carry out this work, and the impact that campus context has on librarian engagement with this community. A contextual approach draws on a variety of sources to first identify competencies which were adapted and then ranked. Research services and engagement; market research; innovation and problem solving, relationship building, and critical thinking are identified as key competencies. Participant demographics and work experience as well as institutional engagement were also considered. File 2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 TOWARD CORE COMPETENCIES 5 This area of librarianship reflects some of the ways in which our profession is changing as a whole. An earlier Kauffman Foundation report, Entrepreneurship in American Higher Education (2008), outlined the various forms that institutional activity can take, starting with the discrete, general/foundational courses, either optional or mandatory, that "brings entrepreneurship into the mainstream of students' discourse about their own education and helps them apply it when they turn to more specialized study" (p. 10). Undergraduate and graduate offerings range from the "discrete course [to] the disciplinary program, the major or concentration" (p. 11). Meanwhile, co-curricular offerings such as incubators and accelerators as well as workshops and events are described as a natural fit for campus entrepreneurship, which "cannot be limited to the classroom. Students interested in it and committed to it will want the opportunity to try it out, to actually do it" (p. 13). This echoes the trend toward experiential learning that is currently reaching across disciplines; Kauffman (2013) describes the range of available courses as "staggering" (p. 9). Outside curriculum, administrative entrepreneurial practices can include incorporation into the tenure process, translational research, technology transfer offices and entrepreneurship centers, work spaces, industry partnerships, and an executive priority/mandate in a strategic plan or other document. Not explicitly stated in the report but inferred from the examples of innovative programs at selected post-secondary institutions is the impact of community; proximity to accelerators, workspaces, technology clusters, innovation parks, and hubs such as Silicon Valley can also influence campus activity. Manuscript -Anonymous akaIn response to this growth, we have seen a co...

The cannabis industry is a complex set of industries involving consumer, medical, and industrial products and services. NAICS classification and government data usually provide limited value to North American researchers supporting cannabis entrepreneurship, particularly since the United States federal government (unlike that of Canada) does not yet recognize the legalization of cannabis. Social equity continues to be one motivation for cannabis entrepreneurship, given this historic targeting of U.S. and Canadian people of color for cannabis-related criminal offenses. Nonprofits and provincial, state, and local governments are now providing support for people of color working in this industry. In addition to government data, proprietary databases, trade associations, consulting firms, and boutique data and analytics firms provide data and analysis to research the cannabis industry and support its entrepreneurs.

This paper reports the findings of an online survey designed to explore the reading practices, library habits, and book acquisition of adult members of an active poetry community (n = 32) in Toronto, Ontario, Canada. Findings show the close relationship between poetry reading and poetry writing and the tight interweaving of poetry throughout the working and personal lives of respondents. Reading and finding out about poetry are also highly social in nature with a clear reliance on the poetry community rather than the public library. Our findings have implications for the roles of reading institutions such as bookstores, libraries, and publishers, as well as for collection development and readers' advisory services to specialized reading communities.

In Creativity: A Toolkit for Academic Libraries, author Nancy Falciani-White defines creativity as "the ability to produce a product or idea that is both new and appropriate in a given context" (145). Focusing on the creativity of academic libraries and those working in them, rather than the students, staff, and faculty we serve, this book brings together concepts from psychology, business, research, entrepreneurship, and design to better understand a term that is at once overused and hard to define, due in part to the broad range of assumptions and misconceptions that surround it. Falciani-White, currently Director of the McGraw-Page Library at Randolph Macon College, draws inspiration and examples from over 20 years of experience working at small liberal arts institutions and from completing her own graduate and doctoral research to make a case for embracing creativity in academic libraries.Falciani-White draws her definition of creativity from an article in Annual Review of Psychology, but it could as easily have been from the Canadian Intellectual Property Office (2021), as those of us familiar with the criteria for a patentable invention as novel, useful, and inventive may recognize. This positions creativity in a productive realm as closely linked to entrepreneurship, innovation, and design as to fine artistic expression. This link is not new; creativity has been embraced by business and management schools in recent years, producing degrees and specializations in entrepreneurship, design thinking, and innovation, and reframing creativity as a tool to fashion solutions to problems. In Chapter 2, Falciani-White traces back through Drucker's 1985 description of innovation to Osborn's coinage of creative problem solving in 1953 and Rowe's contemporary design thinking approach all the way back to Edison's light bulb. While seeking to disambiguate terms often treated