Public management means strategic management: how can libraries fulfil the requirements of the new public management?

Düren, Petra

doi:10.1108/sd.2010.05626had.001

Cited by 6 publications

(11 citation statements)

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“…This system was incorporated into European higher education, partly in response to the Bologna process. Thus the New Public Management approach impacted on Europe and its library sector; for more information about the New Public Management approach in libraries see Düren (2010).…”

Section: Introductionmentioning

confidence: 99%

Quality Audits as a Tool for Quality Improvement in Selected European Higher Education Libraries

Balagué

Düren

Juntunen

et al. 2014

The Journal of Academic Librarianship

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Section: Introductionmentioning

confidence: 99%

Quality Audits as a Tool for Quality Improvement in Selected European Higher Education Libraries

Balagué

Düren

Juntunen

et al. 2014

The Journal of Academic Librarianship

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“…H1: The use of the BSC by libraries is a quite recent development and most of the libraries have been using the BSC for less than ten years (Düren, 2010).…”

Section: Research Hypothesesmentioning

confidence: 99%

“…"It was decided that the library wanted a holistic strategic management system using the BSC framework" (Cribb and Hogan, 2003: 3) H3: The main reason for libraries to use the BSC is to improve their management (Düren, 2010;Self, 2004). "It is important that professional software is used because otherwise the logic, rules and displays of balanced scorecard will not be applied sufficiently"; "We used professional consultants in implementing a balanced scorecard for the Royal Library, and they fulfilled an important function" (Krarup, 2004: 41,42).…”

Section: Research Hypothesesmentioning

confidence: 99%

“…There were also some independent initiatives, such as that developed by the University of Glasgow Library, which, in 2007, began a pilot project with the BSC to overcome the limitations of the traditional library metrics (Dowd, 2009 Following the same path, a few years later, in 2008, one of the three German National Libraries, the German National Library of Science and Technology, implemented the BSC as its strategic management system, to fulfil the new public management approach developed by the local government (Düren, 2010). All these experiences seem to support Penny (2005) who, based on his experience of the development of the BSC at the Australian National Library and elsewhere, had stated that the BSC was "an ideal format for the management of (national libraries) strategy implementation" (Penny, 2005: 155 (Matthews, 2008).…”

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confidence: 99%

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The impact of the Balanced Scorecard in libraries: From performance measurement to strategic management

González

Creaser

2014

Journal of Librarianship and Information Science

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unlike traditional approaches primarily relying on financial measures, the BSC evaluates whether an organization is moving towards its strategic goals from four different perspectives:financial, customer, internal business process, and learning and growth. It aims to balance longand short-term objectives, financial and non-financial measures, leading (performance drivers) and lagging (outcome measures) indicators and internal and external performance perspectives (Hepworth, 1998). First designed as a simple performance measurement framework, it has 2 evolved into a comprehensive management system that enables organizations to clarify their vision and strategy and translate them into action.Originally developed for the private for-profit sector, in order to bring about financial success, it was soon adopted by, and adapted to, public sector organizations as a system to achieve and communicate their effectiveness in serving the public. In 1999, Kaplan himself stated that the BSC was equally or even more appropriate for not-for-profit organizations: "Although the Balanced Scorecard has initially been applied to the for-profit (private) sector, its potential to improve the management of public-sector organizations is even greater" (Kaplan, 1999).However, when the BSC is applied to public organizations, the framework should be changed to capture their mission-driven nature, placing more emphasis on accountability and results in meeting user expectations for public services and products (Rohm, 2004). In that regard, the literature review developed by Greatbanks & Tapp (2007) on public sector performance measurement and the use of the BSC confirmed that its application in public and not-for-profit organizations is not readily transferable from the private sector, and some modifications and adjustments are necessary. Furthermore, they determined that the implementation process was more complex and difficult than in the private sector, owing to the multiplicity of customers and stakeholders and the disparate nature of public sector organizations. Finally, they concluded that those difficulties appear to be responsible for the reported lack of empirical evidence regarding BSC implementation within public and not-forprofit organizations.Thus, the present study about the use of the BSC in libraries can be located in this context of an expanding body of literature on BSC implementations in public and not-for-profit sector Taking that diagnosis as the starting point of our research and aware that the BSC is a relatively new concept in libraries which has not been thoroughly investigated, this paper aims, firstly, to analyse and trace the development of the BSC in libraries worldwide through the testimonies and experiences that have appeared in the literature during the last fifteen years;and secondly, to explore the use and impact of BSC implementation in libraries, surveying and providing evidence of the main characteristics and outcomes of BSC practice in these not-forprofit organizations. The development of the BSC in libr...

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“…Nuo to gali priklausyti, kaip sėkmingai ir ilgai biblioteka toliau gyvuos. Svarbu, kad bibliotekos vartotojas būtų patenkintas ta paslauga, kurią gauna (Düren, 2010). taigi bibliotekai aktualu numanyti, kokius įvaizdžius susikuria bibliotekos suinteresuotieji ir kokią įtaką tai daro reputacijai.…”

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Personalo valdymas bibliotekos reputacijos vadyboje: Lietuvos apskričių viešųjų bibliotekų tyrimo rezultatų pristatymas

Juchnevič¹

2011

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Vienas dabar aktualių klausimų – rūpinimasis organizacijos reputacija ir jos palaikymu. Ypač svarbu išsilaikyti nuolat kintančioje visuomenėje, sudominti savo paslaugomis ar produktais jau esamus ar potencialius vartotojus, didinti suinteresuotųjų pasitikėjimą. Manoma, kad tai ypač svarbu privačioms ar verslo organizacijoms, užmirštant valstybines bei viešąsias organizacijas. Šiame straipsnyje dėmesys telkiamas į valstybines įstaigas – bibliotekas. Jos analizuojamos pasitelkus personalo valdymo dėmenį, o tyrimui pasirinkus Lietuvos apskričių viešąsias bibliotekas.Straipsnis parengtas remiantis magistro darbu „Personalo valdymas bibliotekos reputacijos vadyboje“ (vadovė doc. dr. Renata Matkevičienė; Vilnius, 2010 m.).Pagrindiniai žodžiai: reputacijos vadyba, bibliotekos reputacijos vadyba, personalo valdymas.Role of Personnel Management in Library Reputation ManagementLaura Juchnevič SummaryCaring for the organization’s reputation, its furtherance is among the questions of the day. It is determined by the aim to survive in the ever-changing society, to engage the existing and potential customers in services or products, to increase the trust in services of all interested parties. It is believed that caring for the organization’s reputation is of utmost importance only for private and business organizations, thus forgetting public organizations. This article focuses on public institutions – libraries – while analyzing the problem through the profile of human resource management, using the model of Lithuanian county public libraries. The article is based on the master’s work (supervisor Assoc. Prof. Dr. Renata Matkevičienė; Vilnius, 2010).n>

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Public management means strategic management: how can libraries fulfil the requirements of the new public management?

Cited by 6 publications

References 0 publications

Quality Audits as a Tool for Quality Improvement in Selected European Higher Education Libraries

Quality Audits as a Tool for Quality Improvement in Selected European Higher Education Libraries

The impact of the Balanced Scorecard in libraries: From performance measurement to strategic management

Personalo valdymas bibliotekos reputacijos vadyboje: Lietuvos apskričių viešųjų bibliotekų tyrimo rezultatų pristatymas

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