This project examined a series of alternative policies for the management and funding of university libraries as they adopt and adapt to various information science technologies to accomplish the functions of acquisitions, cataloging, circulation, and reference services. Comparative case studies were completed at the University of Chicago, Northwestern University, Stanford University, and the University of Washington. Interviews were conducted with 216 university librarians and administrators during 84 days of fieldwork. Data reporting on the impact of automation were analyzed in four organizational dimensions: structure, fiscal, information, and personnel. Policy implications of this research were explored for three major areas: future governance structures of university libraries and resource sharing consortia; continuous structural and functional change resulting from automation; and emergent new forms of organization in university libraries. (Author/SD)