scholarly journals It's Not Personal, It's Professional: Causes of Academic Librarian Deference Behavior

2022 ◽  
Vol 48 (1) ◽  
pp. 102483
Author(s):  
Lyda Fontes McCartin ◽  
Raquel Wright-Mair
Keyword(s):  
Academic Librarian

Assessing Entrepreneurial Competencies and Innovative Behaviour in Academic Libraries

2016 ◽  
Vol 4 (3) ◽  
pp. 131-139
Author(s):  
Haziah Sa’ari
Keyword(s):  
Academic Libraries ◽  
Research Universities ◽  
Idea Generation ◽  
Strategic Thinking ◽  
Academic Librarians ◽  
Academic Librarian ◽  
Innovative Behaviour ◽  
Entrepreneurial Competencies

Objective - This paper identifies entrepreneurial competencies and the outcomes measured as innovative behaviour demonstrated by academic librarians. Methodology/Technique - – we sought through interviews the interpretation and viewpoints of the academic librarians which we consider vital data when exploring entrepreneurial competencies and innovative behaviour in the three academic libraries. Findings - we discovered that the antecedents of entrepreneurial competencies include recognizing opportunities, initiating innovation and strategic thinking. These antecedents influence academic librarians' innovative behaviour which was evaluated based on idea generation, idea championing and idea implementation. Novelty - This study explores entrepreneurial competencies and innovative behaviour in Malaysian research universities. Type of Paper - Conceptual Keywords: Entrepreneurial competencies, Innovative behaviour, Academic librarian, Malaysian universities.

scholarly journals Surging virtual reference services: COVID-19 a game changer

2021 ◽  
Vol 82 (3) ◽  
pp. 106
Author(s):  
Marie L. Radford ◽  
Laura Costello ◽  
Kaitlin Montague
Keyword(s):  
Academic Library ◽  
The United States ◽  
User Interactions ◽  
Virtual Reference ◽  
Longitudinal Surveys ◽  
Reference Services ◽  
Key Points ◽  
Academic Librarian ◽  
Two Phases ◽  
The Impact

In March 2020, academic libraries across the United States closed and sent everyone home, some destined to not reopen for months. University offices closed. Classes were moved online. Suddenly, librarians and staff pivoted to working from home and to all remote services, without time for planning logistics or training. To study the impact of this extraordinary and sweeping transition on virtual reference services (VRS), we conducted a major study of academic library responses to the pandemic that focused on librarian perceptions of how services and relationships with users morphed during this COVID-19 year.Academic librarians rallied to our call, and we collected a total of 300 responses to two longitudinal surveys launched at key points during the pandemic. Data collection focused on two phases in 2020: 1) shutdown and immediate aftermath (mid-March to July), and 2) fall ramp up and into the semester (August to December). Via Zoom, we also interviewed 28 academic librarian leaders (e.g., heads of reference and/or VRS, associate directors for User Services) from September to November. Surveys and interviews centered on adaptations and innovations to reference services, especially VRS and perceptions of changes in user interactions.

Benefits of Internal Professional Development for Academic Librarians

2014 ◽  
pp. 1537-1550 ◽  
Author(s):  
Carissa Tomlinson
Keyword(s):  
Professional Development ◽  
Development Program ◽  
Peer Learning ◽  
Professional Development Program ◽  
Academic Librarians ◽  
Employee Morale ◽  
Development Programs ◽  
Local Institution ◽  
Academic Librarian ◽  
Individual Knowledge

While often overlooked, there are many benefits of in-house professional development programs for academic librarians. This is especially true as the roles of academic librarians continue to evolve and change. This chapter argues that internal professional development not only helps academic librarians share their varied skills, tools, and practices with institutional colleagues, but also improves employee morale, collegiality, and organizational culture. Additionally, by structuring an internal professional development program using a peer-learning model, librarians gain a sense of community while seeing value in each librarian's individual knowledge. Also, peer learning can be a mechanism for institutional knowledge management and the transfer of institutional memory through intergenerational and cross job function learning. In addition to exploring the evolving nature of the academic librarian and the importance of professional development as peer learning in the context of the local institution, this chapter will describe in detail one university library's internal professional development program for librarians.

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