Preparing for the 21st century

Abstract

Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

Aligning Library and University Strategic Directions: A Constructivist Grounded Theory Study of Academic Library Leadership in Australia and the U.S.A

“…This substantive grounded theory adds significantly to the case studies of Franklin (2009) and Nutefall and Chadwell (2012) by providing a broader empirical study and an original contribution of an integrated theory about how the university library aligns its strategy with that of the university. Therefore, this research builds upon the previous research by examining the perceptions and actions of the senior strategic library leadership in aligning the library's strategy with that of the university.…”

“…Within the LIS field, recent studies show that strategic alignment with the university means that academic libraries are changing their relationship with their stakeholders (Franklin, 2009;Johnson et al, 2015, p. 10;McNicol, 2005;Saunders, 2016). There are numerous descriptive case studies describing strategic changes in various university libraries A c c e p t e d M a n u s c r i p t (Dole, Dabbour, & Kott, 2017;Franklin, 2009;Jeal, 2014;Nutefall & Chadwell, 2012;Wynne, Dixon, Donohue, & Rowlands, 2016). There is also some study of individual alignment goals.…”

“…Franklin (2009, p. 499) describes the University of Connecticut's approach to the university strategy as beginning with a meeting with administrators to understand the university plan, engage staff in environmental scans and analysing data, and directing a strategic planning team to determine goals. Nutefall and Chadwell (2012) describe a similar process in a single case study about the library realignment at Oregon State University.…”

Librarians Learning from the Retail Sector: Reaching Out to Online Learners Using Customer Relationship Management

“…The types of products and services traditionally provided in physical libraries are now increasingly available online from commercial and other sources (Zimmer, 2013), and learners are more likely to use sources such as Google and Wikipedia as their first port of call when searching for information online, largely for reasons of convenience and low cost (Maceviciute, 2014). The developments in information seeking also reflect demographic changes: the generation often referred to as digital natives, Millennials or Generation Z, consisting of those born after around 1980, have grown up with digital technologies and are more naturally inclined to use web-based search engines for their information needs (Nutefall & Chadwell, 2012;Zimerman, 2012). They are also natural networkers, and will interact easily with others online within their own networks or in community forums to obtain the information they require (Coates, 2010;Zimerman, 2012).…”

Designing Libraries for Research Collaboration in the Network World: An Exploratory Study

“…The 2013 Ithaka survey of US library directors indicates that almost two-thirds of respondents in doctoral institutions expect to increase staffing for specialized faculty research support (Long & Schonfeld, 2014). Others have decided that traditional structures, such as the subject-specialist information consultant model, are no longer viable, and have reorganized their staffing to align with the broad institutional missions of research and teaching, or adopted business enterprise structures, with teams dedicated to service development and innovation (Andrade & Zaghloul, 2010;Cotta-Schønberg, 2007;Covert-Vail & Collard, 2012;Drummond & Wartho, 2009;Franklin, 2009;Manchester University Library, 2012;Nutefall & Chadwell, 2012).…”