2015),"Convergence of digital humanities and digital libraries", Library Management, Vol. 36 Iss 4/5 pp. 362-377 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to argue the case that libraries should use the lean startup method for developing, managing and launching radically innovative services or products. Design/methodology/approach -Libraries need to innovate but do not have the management structure to handle the extreme uncertainty in implementing radical innovations. This paper examines the lean startup method for managing innovation, explores how it differs from traditional management tools, outlines the reasons for and barriers to innovation in libraries and highlights the new tools required to manage innovation. This paper also discusses the culture of innovation in libraries and how libraries innovate. The lean startup method is examined through the lens of a variety of innovation models. Findings -The lean startup method for managing radical innovations is shown to be a sound alternative to traditional library management methods. Originality/value -This paper is one of the few to examine a practical method for librarians to manage radical innovations in academic libraries.

Our research examined the degree to which behaviors and learning associated with creativity and innovation were supported in five academic library spaces and three other spaces at a mid-sized university. Based on survey data from 226 students, we apply a number of statistical techniques to measure student perceptions of the types of learning and behavior associated with the selected spaces. We found that the on-campus makerspace located outside the library encouraged the most innovative behaviors and exploration of new ideas. Within the library, collaboration rooms were the best spaces for encouraging creativity. There is an opportunity for the academic library to be reconceptualized as a place to foster creativity and innovation in students. We believe that academic libraries should continue to offer a variety of spaces for students, including quiet spaces for reflection, noisy spaces for collaboration and networking, and makerspaces for experimentation. he academic library is traditionally a place for students to do research, to study, and, ultimately, to learn. However, academic libraries can also strive to provide spaces that foster creativity and innovation in support of their institution's educational goals and mission. For our research, we asked the question, "To what degree do our library spaces help foster creative and innovative thinking?" Our research question can also be a driver for considering the impact of space design within the library to encourage creativity and innovation in students. We believe that to continue to be of value for students and to align with university learning outcomes, the academic library must provide spaces that encourage creative and innovative thinking. Our research aims to take a closer look at what types of spaces foster creativity and innovation at one institution. We examined one academic library and select campus spaces in an effort to determine which spaces foster creativity and innovation in students and to assess the degree to which academic spaces support a) learning based on existing or new knowledge and experiences and b) behaviors that are directly associated with innovation and creativity.

Our research examined the degree to which behaviors and learning associated with creativity and innovation were supported in five academic library spaces and three other spaces at a mid-sized university. Based on survey data from 226 students, we apply a number of statistical techniques to measure student perceptions of the types of learning and behavior associated with the selected spaces. We found that the on-campus makerspace located outside the library encouraged the most innovative behaviors and exploration of new ideas. Within the library, collaboration rooms were the best spaces for encouraging creativity. There is an opportunity for the academic library to be reconceptualized as a place to foster creativity and innovation in students. We believe that academic libraries should continue to offer a variety of spaces for students, including quiet spaces for reflection, noisy spaces for collaboration and networking, and makerspaces for experimentation.he academic library is traditionally a place for students to do research, to study, and, ultimately, to learn. However, academic libraries can also strive to provide spaces that foster creativity and innovation in support of their institution's educational goals and mission. For our research, we asked the question, "To what degree do our library spaces help foster creative and innovative thinking?" Our research question can also be a driver for considering the impact of space design within the library to encourage creativity and innovation in students. We believe that to continue to be of value for students and to align with university learning outcomes, the academic library must provide spaces that encourage creative and innovative thinking.Our research aims to take a closer look at what types of spaces foster creativity and innovation at one institution. We examined one academic library and select campus spaces in an effort to determine which spaces foster creativity and innovation in students and to assess the degree to which academic spaces support a) learning based on existing or new knowledge and experiences and b) behaviors that are directly associated with innovation and creativity.

How would you like to never be bored in a meeting or presentation? To be fully engaged, to know why you are there, and to have your ideas heard? There is a way for that to happen, a powerful and simple way to fully engage everyone present at a meeting, to unleash their creativity in solving problems, and to make all attendees feel their contributions are heard. The answer is “Liberating Structures,” a set of 33 activities designed by Henri Lipmanowicz and Keith McCandless.1 Each of these activities, which range from taking fifteen minutes to three days, are designed to replace traditional meetings.

Supporting entrepreneurship and innovation is a goal for many college campuses. How can your library support those goals? Should you add a makerspace to your library? Or make other costly changes? Library spaces help students think at a higher level, to be creative, innovative, and entrepreneurial. It is rare to have a dedicated spot on campus for thinking. Our libraries are those spaces. Spaces that strongly foster entrepreneurial thinking range from quiet reflective spaces to noisy collaborative spaces. You do not need to do an elaborate study to understand your library spaces. To assess your library spaces as they relate to innovative and entrepreneurial thinking, first take an inventory of your existing library spaces. By examining your existing spaces and the activities in them, you see which of the six essential types of spaces you have and which ones you lack. Once you have done a space assessment, you can see how you can readily add any of the six spaces you lack. A case study of an academic library's space inventory, assessment, and recommendations helps illustrate the process. You use your space inventory for present and future space planning and to communicate your worth to your stakeholders. Libraries can market unique spaces to students (e.g. "Here are spaces to help you think creatively"), support Creative Campus initiatives, and promote library spaces which foster entrepreneurial thinking.