How users meet infrastructure is a key practical, methodological challenge for digital library design. This article presents research conducted by the Social Science Team of the federally funded Digital Libraries Initiative (DLI) project at the University of Illinois. Data were collected from potential and actual users of the DLI testbed—containing the full text of journal articles—through focus groups, interviews and observations, usability testing, user registration and transaction logging, and user surveys. Basic results on nature and extent of testbed use are presented, followed by a discussion of three analytical foci relating to digital library use as a process of assemblage: document disaggregation and reaggregation; information convergence; and the manner in which users confront new genres and technical barriers in information systems. The article also highlights several important methodological and conceptual issues that frame research on social aspects of digital library use.

This paper analyzes the initial phases of a large-scale custom software effort, the Worm Community System (WCS), a collaborative system designed for a geographically dispersed community of geneticists. Despite high user satisfaction with the system and interface, and extensive user feedback and analysis, many users experienced difficulties in signing on and use, ranging from simple lack of resources to complex organizational and intellectual trade-offs. Using Bateson's levels of learning, we characterize these as levels of infrastructural complexity which challenge both users and developers. Usage problems may result from different perceptions of this complexity in different organizational contexts.

Every office is an open system, and the products of office work are the result of decentralized negotiations. Changing patterns of task organization and alliance inevitably give rise to inconsistent knowledge bases and procedures. This implies that there are no globally correct answers to problems addressed by OISs. Rather, systems must deal with multiple competing, possibly irreconcilable, solutions. Articulating alternative solutions is the problem of due process . This problem and its consequences are illustrated by a case study of a rate-setting group in a large health insurance firm. There is no formal solution to the problem of due process. But it must be solved in practice if distributed intelligent OISs are to be developed. We propose an alternative approach based on the work of social scientists concerned with analyzing analogous problems in human organization. Solution of the due process problem hinges on developing local closures to the problem faced by an organization. This means analyzing (a) local, tacit knowledge and its transfer ability; (b) articulation work, that is, reconciling incommensurate assumptions and procedures.