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Journal Cover Library Management
  [SJR: 0.948]   [H-I: 12]   [714 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0143-5124
   Published by Emerald Homepage  [312 journals]
  • Sustainable growth with sustainable resources: Using change management,
           participative consultation, and grassroots planning for a new future
    • Abstract: Library Management, Volume 37, Issue 3, March 2016.
      Purpose Libraries are situated in an ever-changing research, teaching, learning, and scholarly communications environment. Faculty and students have new and different expectations that are compelling libraries to expand their offerings. At the same time, their broader institutions are also facing changing times and academic libraries are being asked to demonstrate value and justify the use of limited and high-demand resources. In order to address the resulting challenge, the University of Saskatchewan (U of S) Library undertook a process to deliver relevant and responsive (and, therefore, reflective and adaptable) library services while working within its current librarian complement. Significant changes were necessary for this to be successful: the librarians would need to undertake new responsibilities, learn new skills, and engage with learners and researchers in new ways. Design/methodology/approach The U of S Library chose to meet this challenge through a multi-part approach comprised of regular participative consultations with librarians and a grassroots-based planning process underpinned by change management methodology. Findings This approach resulted in widespread employee engagement, from initially clarifying the necessary change and throughout the change implementation. This led to a sense of ownership, responsibility, and accountability. Originality/value Change is difficult and often met with resistance. The U of S Library presents a case of successfully engaging library employees throughout a change process, demonstrating the importance of bringing together participative consultation, grassroots planning, and change management as a combined change implementation approach.
      Citation: Library Management
      PubDate: 2016-05-13T11:19:08Z
      DOI: 10.1108/LM-04-2016-0022
  • Transforming library enquiry services: anywhere, anytime, any device
    • Abstract: Library Management, Volume 37, Issue 3, March 2016.
      Purpose This paper outlines how the University of South Australia Library transformed its enquiry services by replacing fixed service desks with a blend of virtual and on demand services. Design/methodology/approach Outlines the drivers for change, implementation approach and partnerships developed in order to change practices and use technology to deliver proactive services. Findings The new model enables staffing and workflow efficiencies allowing the service to be delivered sustainably. It is anticipated that it will increase the Library’s visibility and accessibility in the physical and virtual environments and position the Library as an innovator in service delivery. Practical implications The project involved significant change to traditional practices and challenged long held beliefs about library services. It required library staff to be supported and trained to develop new skills and adapt to new practices. Originality/value Provides strategies and lessons learnt for other libraries considering similar changes to service delivery.
      Citation: Library Management
      PubDate: 2016-05-13T11:19:08Z
      DOI: 10.1108/LM-04-2016-0021
  • Leaning into Sustainability at University of Alberta Libraries
    • Abstract: Library Management, Volume 37, Issue 3, March 2016.
      Purpose The purpose of this paper is to present a case study that considers the links between cost avoidance, lean design and sustainability in relation to two different library projects at University of Alberta Libraries (UAL) - the design of the Research & Collections Resource Facility and the development of new fee-based library services at UAL’s John W. Scott Health Sciences Library. Design/methodology/approach This case study describes the analysis of each project’s workflows in relation to lean design in order to enhance processes and service delivery. Findings Findings to date in both of these ongoing projects suggest that consideration of the lean philosophy has already led to process and service improvements. With regard to the new building design project, revised task design is already resulting in significant savings in staff time and work space. And the staffing model for fee-based specialized services has already been redesigned, an alignment with lean principles. Research limitations/implications While this paper does discuss and define lean design, it does not provide a comprehensive summary of research in this area. Originality/value This paper highlights the value of lean design as a framework for designing, developing and reviewing academic library buildings, services, processes and workflows to ensure they are sustainable.
      Citation: Library Management
      PubDate: 2016-05-13T11:19:07Z
      DOI: 10.1108/LM-04-2016-0023
  • Educating at scale: sustainable library learning at the University of
    • Abstract: Library Management, Volume 37, Issue 3, March 2016.
      Purpose Most libraries in higher education are facing the challenge of providing valued and improved services with the same or fewer resources. Focusing on the library learning service at one university, this paper considers how libraries can find new service models with contracting resources while aligning with institutional and professional values and providing value-in-use for end users and key stakeholders. Design/methodology/approach Following a discussion of sustainability as relevant to library services, the paper presents a case study of one library’s approach to sustaining its library learning service. Findings The sustainability of library services is aided by developing a service blueprint that provides direction and structure yet is dynamic and responsive. To be successful the approach should be grounded in resource realities, encourage scalability where possible and address the values and needs of key stakeholders. Originality/value The paper presents a workable, integrated approach to managing a library learning service so that it delivers value and is sustainable.
      Citation: Library Management
      PubDate: 2016-05-13T11:19:06Z
      DOI: 10.1108/LM-04-2016-0020
  • Knowledge management for library building design
    • Pages: 2 - 12
      Abstract: Library Management, Volume 37, Issue 1/2, Page 2-12, January 2016.
      Purpose – In the digital age, constant changes in libraries inform contemporary building design. An innovative library building design is a complicated process and can be viewed as a continuous process of the use of tacit and explicit knowledge and innovative tools and approaches. Knowledge management (KM) can bring about the much needed innovation, and transform tacit knowledge to explicit knowledge. For the design of a library to be successful, it is necessary to apply KM to library building design. The purpose of this paper is to look at key change impacts, to explore how to manage knowledge in building design and to identify key design principles. Design/methodology/approach – This paper looks at key change impacts, explores how to manage knowledge in library building design and pinpoints design principles. Findings – This paper finds that KM can be vital to library building design, and it can be used in all stages: to examine the internal and external environments, transform tacit knowledge to explicit knowledge by using portals, and analyze existing and future issues and trends. When effectively used, KM will result in innovative design strategies and also will reduce the time and costs of the building design and plan processes. The main principles of library building design are flexibility, accessibility, safety and security, applicability, adaptability, efficiency, and sustainability. Practical implications – This paper provides a useful overview of how to manage knowledge in library building design and design principles. Originality/value – The views, discussions, and suggestions will be of value to improve the effectiveness of library building design.
      Citation: Library Management
      PubDate: 2016-03-15T09:53:45Z
      DOI: 10.1108/LM-06-2015-0034
  • A framework for planning academic library spaces
    • Pages: 13 - 28
      Abstract: Library Management, Volume 37, Issue 1/2, Page 13-28, January 2016.
      Purpose – The focus on designing spaces for users in the last decade or so signifies the gradual change in the mission of libraries from provision of resources to that of a pro-active partner in learning. Planning for user space in support of learning is far more complex as it needs to take into account the variety of users’ needs and behaviour. Before specifying the actual layout and design of users’ spaces it is important to consider all the major factors that affect the use of the intended library space. The purpose of this paper is to provide a guide to library planning base on the experience of the authors at Nanyang Technological University (NTU) Libraries. Design/methodology/approach – The framework for planning library spaces developed at NTU Libraries consists of four components – collaborative space, sanctuary space, interaction space and community space. Discussion on the rationale of these spaces and suggestions for their implementation will assist others in asking appropriate questions on their own library space planning exercise. Findings – The paper reinforced the view that a good library building has to provide a wide variety of spaces, some of which are contradictory as the needs of a student is different from another. A student also has different needs at different times. Providing and balancing these needs is essential. Originality/value – This paper provides a tried and tested conceptual framework for use by library space designers.
      Citation: Library Management
      PubDate: 2016-03-15T09:53:50Z
      DOI: 10.1108/LM-01-2016-0001
  • Job analysis of academic librarians in Greece
    • Pages: 29 - 54
      Abstract: Library Management, Volume 37, Issue 1/2, Page 29-54, January 2016.
      Purpose – The purpose of this paper is to identify the obligations and responsibilities of librarians, working in Greek academic libraries and to investigate whether there are significant differences among various institutions. Design/methodology/approach – The survey was based on a questionnaire containing 161 duties performed by academic librarians, classified into five main categories which are: general management, collection management, materials organization, user service and system management. The respondents were 31 managers at Greek academic libraries, who were asked to assess their duties according to importance, difficulty and frequency, and whether such tasks were deemed professional, para-professional or non-professional. A two-way ANOVA was applied to determine whether performed duties significantly differed according to institution size and/or type. Findings – The results revealed no significant differences regarding importance of duties while many differences were detected across all main categories regarding difficulty. Differences were also recorded concerning the frequency of duties for some of the subcategories under general and collection management, materials organization and the subcategory cultural events and programs. Finally, professional duties represented 86 percent of total duties, indicating the necessity of professional librarians for the effective management of their responsibilities. Originality/value – These findings, which are first recorded in Greece and refer to academic librarians’ duties, will be particularly useful for decision makers to reach the right decisions regarding the implementation of human resource practices, taking into account the individuality of the institutions under consideration. Also these outcomes can be viewed as a valuable guide for adapting the indicated decisions under the rapidly introduced technological changes and properly tackling problems stemming from the economic recession.
      Citation: Library Management
      PubDate: 2016-03-15T09:53:31Z
      DOI: 10.1108/LM-08-2015-0057
  • Method for decision making in virtual library teams
    • Pages: 55 - 67
      Abstract: Library Management, Volume 37, Issue 1/2, Page 55-67, January 2016.
      Purpose – The purpose of this paper is to demonstrate an action process method including coordination, monitoring, and backup response, to improve collaborative decision making in online library work teams. Design/methodology/approach – The method was tested using a single factor experimental design where some groups used an action process intervention developed by the researcher, while others used team designated ad hoc process. Participants comprised 26 four person teams. The experiment was performed in a distributed environment where teams used Google chat communication, and a shared Google document to organize, clarify, and evaluate information. Decision performance was measured in two ways. Decision accuracy was measured by the selection of a correct choice from four alternatives. Decision quality was measured by shift in suitability ratings from participants’ individual choice to the correct answer after team discussion. Findings – Teams using an action process method based on monitoring, coordination, and backup behaviors had more accurate and higher quality decisions than groups using ad hoc process. Research limitations/implications – The research demonstrates usefulness of empirically designed, team implemented process methods to improve library decision making. Because the research was conducted in a single context, further research in alternative settings and contexts is suggested. Practical implications – The research has practical benefits to library work teams and managers performing tasks where effective information sharing and exchange is required to make accurate, high-quality decision. Originality/value – The paper provides a way to improve decision making using an easy-to-implement, process-driven method.
      Citation: Library Management
      PubDate: 2016-03-15T09:53:47Z
      DOI: 10.1108/LM-07-2015-0052
  • A review of advertisements for part-time library positions in Pennsylvania
           and New Jersey
    • Pages: 68 - 80
      Abstract: Library Management, Volume 37, Issue 1/2, Page 68-80, January 2016.
      Purpose – The purpose of this paper is to examine advertisements for part-time professional library jobs in Pennsylvania and New Jersey. The goal is to gain a better understanding of what skills and experience levels are being required of part-time librarians, as well as what their expected salary and hours might be. Design/methodology/approach – Advertisements for part-time professional library positions were collected from online sources over the course of one year. Findings – Part-time librarian positions tend to be public services positions in either public or academic libraries. Advertisements for these position indicate a need for flexibility and often do not contain information about salary or hours. Many are suitable for entry-level librarians with no experience. Research limitations/implications – Job advertisement studies are limited in that they can only examine the information contained in the advertisements themselves and therefore may not reflect the actual person hired. Practical implications – This paper will provide useful information for librarians seeking part-time positions, as well as for library and information science educators and library managers who wish to mentor or hire new librarians. Originality/value – This paper corrects an identified lack of research into part-time library employment.
      Citation: Library Management
      PubDate: 2016-03-15T09:53:28Z
      DOI: 10.1108/LM-08-2015-0054
  • Choosing to lead
    • Pages: 81 - 90
      Abstract: Library Management, Volume 37, Issue 1/2, Page 81-90, January 2016.
      Purpose – Asian Americans (AAs) are underrepresented in leadership roles in academic libraries in the USA. Instead of exploring the factors contributing to their under-representation, the purpose of this paper is to focus on exploring the major factors that have helped AA academic librarians, albeit small in number, to attain, maintain, and advance further into leadership positions in academic libraries. Design/methodology/approach – A survey was conducted to garner responses from AAs who have held or currently hold senior leadership positions in American academic libraries. In total, 12 participants participated in the study: five women and seven men. The participants included three retired deans/directors/university librarians; seven deans/directors/university librarians; one associate dean/associate director/associate university librarian; and one assistant dean/assistant director/assistant university librarian. The participants represented a multiplicity of institutions, including community colleges, Ivy League institutions, and small as well as large private and public universities. Findings – The results of the survey revealed several important success characteristics of AA academic library leaders, including wanting to serve, willing to assume leadership roles, taking non-AA traditional career path, seeking visibility, and developing communication skills. Originality/value – This is the first and most comprehensive study on AA academic library leaders in the USA. Its goals are to: fill a gap in the literature on AAs and academic library leadership; raise awareness about the challenges facing AAs in their efforts to attain leadership positions in US academic libraries; and highlight some characteristics of successful AA academic library leaders that aspiring AA academic leaders will want to develop.
      Citation: Library Management
      PubDate: 2016-03-15T09:53:44Z
      DOI: 10.1108/LM-05-2015-0029
  • Intangible organizational resources in Polish libraries
    • Pages: 91 - 110
      Abstract: Library Management, Volume 37, Issue 1/2, Page 91-110, January 2016.
      Purpose – The purpose of this paper is to present the main assumptions of the resource-based theory according to which the success of an organization is mainly dependent on the ability of capitalizing its inner capacity. The author draws attention to the measurement of intangible resources of libraries and their evaluation, crucial from the point of view of library effectiveness and the quality of its services. The author also emphasizes the specific character of intangible resources, including lack of their mobility, specialization and difficulty in their replacing, which may result in hindering management processes. Design/methodology/approach – The second part of the paper illustrates the author’s research in the field of intangible resources in Polish libraries, including human resources (knowledge, competencies, employee skills), competencies of library management staff, business strategies, organizational culture, communication skills and relations between employees, the ability to communicate and relations with the library community, in particular with its users, library reputation, brand, library innovativeness and the ability to adapt to changes and expectations of the community, the ability of the library to cooperate with other institutions, including networks and consortia, the ability to use and support new technological solutions, the ability to introduce new technologies in the library, the ability to create and acquire intellectual property (copyright, licensing, trademark protection, etc.). Findings – Research has shown that libraries pay growing attention to the relation with the community. Concentrating on library resources means concentrating on readers and providing services that would satisfy readers. However, it seems that the knowledge of library management in the field of managing of intangible resources is still insufficient. Originality/value – The paper presents the first study of this kind conducted in Poland.
      Citation: Library Management
      PubDate: 2016-03-15T09:53:25Z
      DOI: 10.1108/LM-08-2015-0055
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