Aujourd’hui, le marché des services est devenu de plus en plus concurrentiel. Les exigences des clients pour des offres de service en adéquation avec leurs usages et leurs préférences conduisent les fournisseurs à proposer de nouveaux services qui répondent à ce nouveau besoin pour se démarquer des concurrents et attirer de nouveaux clients. Avec la convergence des réseaux et celle des services de nouvelle génération (NGN/NGS), de nouveaux services sont apparus. Les utilisateurs sont nomades et veulent utiliser leurs services de différentes manières n’importe où, n’importe quand et par n’importe quel type de terminal, et cela avec une continuité de service et une qualité de service de bout en bout. Ainsi, fournir des services personnalisés aux clients dans un environnement hétérogène et mobile devient un challenge pour les opérateurs et les fournisseurs de service pour améliorer le retour sur investissement (ROI) et le délai de mise sur le marché (TTM). Nos réflexions à propos de la fourniture des services personnalisés selon les besoins fonctionnels et non-fonctionnels (QoS) des usagers, nous ont conduits à identifier les besoins du nouveau contexte NGN/NGS défini par l’intersection de ces trois éléments «user-centric, mobilité et QoS». Comment piloter dynamiquement la QoS de bout en bout pour une session unique «user-centric»? Comment assurer le « service Delivery» dans un contexte de mobilité et d’ubiquité? Ces nouveaux besoins, nous ont motivé à proposer des solutions à travers trois contributions principales qui prennent en considération la vision utilisateur et opérateur. Notre première contribution porte sur le modèle organisationnel. Nous proposons une nouvelle organisation avec un maximum de flexibilité, d’adaptabilité et d’autogestion, qui permet de piloter la QoS à chaque niveau de l’architecture (équipement, réseau et service). Dans cette organisation nous avons défini des acteurs et le rôle que joue chacun d’eux par rapport à la prise de décision au cours de la session de l’utilisateur, et cela pour maintenir la QoS de bout en bout dans un environnement qui est totalement hétérogène et mobile.Notre deuxième contribution traite du composant de service autonomique. Avec la complexité de la personnalisation des services dans un contexte hétérogène et mobile et le besoin de satisfaire la QoS de bout en bout, les ressources services doivent être prises en compte au même titre que les ressources réseaux. Donc, un degré élevé d’autosuffisance, d’autogestion et d’automatisation est demandé dans la ressource service (composant de service) pour améliorer le service delivery. Pour cela, nous proposons un composant de service autonomique «ASC: Autonomic Service Component» basé sur un agent de QoS intégré qui s’autocontrôle et s’autogère pour adapter dynamiquement ses ressources en réponse à un changement de situations au cours de la session de l’utilisateur. Notre troisième proposition couvre le modèle protocolaire. La session de services personnalisés nécessite des interactions plus flexibles au niveau service pour avoir une session unique avec une continuité de service. Nous proposons un protocole de signalisation SIP+ qui permet la négociation de la QOS des services personnalisés dès la phase d’initialisation de la session et de la renégociation de la QoS pendant l’usage, pour maintenir le service avec la QoS requise à travers une session unique.De façon plus concrète, nous présentons nos expérimentations à travers un scenario et une plate-forme de démonstration qui nous permet de tester la faisabilité et la performance de nos contributions. Les apports et les perspectives de cette thèse sont consignés en conclusion. / Nowadays, the services market has become increasingly competitive. Customer requirements for service offerings in line with their uses and preferences led providers to offer new services to meet this new need and to stand out from competitors and attract new customers. With the success of the network and service convergence (NGN / NGS), new services have emerged. A mobile user desires to access his services anywhere, anytime and on any type of terminal.Thus, providing customized services to clients while ensuring the service continuity and the end-to-end quality of service in a heterogeneous and mobile environment became a challenge for mobile operators and service providers to improve the return on investment (ROI) and time-to-market (TTM). Our thinking about the provision of customized services according to the functional and non-functional (QoS) needs of the users has led us to identify the needs of the new context NGN / NGS defined by the intersection of these three elements "user-centric, mobility and QoS". How to dynamically control the end-to-end QoS for a single "user-centric" session? How to ensure the "Service Delivery" in the context of mobility and ubiquity? These new needs have led us to propose solutions through three main contributions that take into account the user and the operator vision. Our first contribution concerns the organizational model. We have proposed a new organization with a maximum of flexibility, adaptability and self-management which allows the control of the QoS at each level of the architecture (equipment, network and service). In this organization, we have defined actors and the role of each one in relation to the decision-making process during the user session in order to maintain the end-to-end QoS in an environment that is totally heterogeneous and mobile. Our second contribution addresses the autonomic service component. With the complexity of services personalization in a heterogeneous and mobile context and the need to satisfy the end to end QoS, services and network resources must be taken into account. Therefore, a high degree of self-sufficiency, self-management and automation is required in the resource service to improve the service delivery. We have therefore proposed an autonomic service component based on an integrated QoS-agent which is self-controlled and self-managed to dynamically adapt its resources in response to changing situations during the user’s session. Our third proposal covers the model protocol. The personalized services session requires more flexible interactions at the service level in order to obtain a single session with service continuity. We have proposed a signalling protocol SIP + that allows the negotiation of the QoS of personalized services at the session initialization phase and the renegotiation of the QoS during the utilization to maintain the service with the required QoS through a unique session. More concretely, we have presented our experiments through a scenario and demonstration platform that allows us to test the feasibility and the performance of our contributions. The contributions and perspectives of this thesis are stated in the conclusion.

This thesis examines the history of Commonwealth Government higher education policy in Australia between 1958 and 1997 and its impact on the development of two groups of academic librarians: the Association of Librarians in Colleges in Advanced Education (ALCAE) and the Committee of Australian University Librarians (CAUL). Although university librarians had met occasionally since the late 1920s, it was only in 1965 that a more formal organisation, known as CAUL, was established to facilitate the exchange of ideas and information. ALCAE was set up in 1969 and played an important role helping develop a special concept of library service peculiar to the newly formed College of Advanced Education (CAE) sector. As well as examining the impact of Commonwealth Government higher education policy on ALCAE and CAUL, the thesis also explores the influence of other factors on these two groups, including the range of personalities that comprised them, and their relationship with their parent institutions and with other professional groups and organisations. The study focuses on how higher education policy and these other external and internal factors shaped the functions, aspirations, and internal dynamics of these two groups and how this resulted in each group evolving differently. The author argues that, because of the greater attention given to the special educational role of libraries in the CAE curriculum, the group of college librarians had the opportunity to participate in, and have some influence on, Commonwealth Government statutory bodies responsible for the coordination of policy and the distribution of funding for the CAE sector. The link between ALCAE and formal policy-making processes resulted in a more dynamic group than CAUL, with the university librarians being discouraged by their Vice-Chancellors from having contact with university funding bodies because of the desire of the universities to maintain a greater level of control over their affairs and resist interference from government. The circumstances of each group underwent a reversal over time as ALCAE's effectiveness began to diminish as a result of changes to the CAE sector and as member interest was transferred to other groups and organisations. Conversely, CAUL gradually became a more active group during the 1980s and early 1990s as a result of changes to higher education, the efforts of some university librarians, and changes in membership. This study is based principally on primary source material, with the story of ALCAE and CAUL being told through the use of a combination of original documentation (including minutes of meetings and correspondence) and interviews with members of each group and other key figures.