Automation and Academic Library Management: A Case Study

1990 ◽  
Vol 39 (3) ◽  
Author(s):  
Peter E. September
Keyword(s):  
Academic Library ◽  
Library Management

scholarly journals Benchmarking user satisfaction in academic libraries - a case study

2009 ◽  
Vol 27 (87) ◽  
pp. 29-37 ◽  
Author(s):  
Sebastian Mundt
Keyword(s):  
Public Relations ◽  
User Satisfaction ◽  
Best Practice ◽  
Academic Library ◽  
Internal Communication ◽  
Library Management ◽  
Telephone Interviews ◽  
Culture Of Assessment ◽  
Survey Results

Customer satisfaction and service quality have so far been evaluated mostly from a local perspective although the quality element has been firmly established in academic library management for at least a decade. Critics of inter-institutional comparisons often object that different preconditions are not considered adequately. Examples from a joint user satisfaction survey conducted by 15 German university libraries in 2001 suggest that comparative data are a suitable means to identify cases of "best practice" and can effectively initialize processes of customer-focussed improvement. Furthermore, if compared with corresponding statistical data or performance measures, satisfaction ratings can reveal possible structural strengths and deficits relative to other libraries. On the other hand, follow-up telephone interviews with participating libraries showed that the survey results substantially challenged the institutions' internal communication and public relations organisation, and underlined that even in a well-developed culture of assessment the need for professional mediation and coordination of comparative analyses may not be underestimated.

scholarly journals Innovative application of knowledge management in organizational restructuring of academic libraries: A case study of Peking University Library

IFLA Journal ◽  
2020 ◽  
Vol 46 (1) ◽  
pp. 15-24
Author(s):  
Long Xiao
Keyword(s):  
Knowledge Management ◽  
Academic Libraries ◽  
Academic Library ◽  
Library Management ◽  
University Library ◽  
Institutional Settings ◽  
Peking University ◽  
The University ◽  
Knowledge Demands

A traditional library’s functions are centered on library collection and information resources and their utilization. A library management system comprises resource acquisition, cataloguing, circulation, reading, and reference in respect of “literature streams.” Functionally, libraries have currently evolved into knowledge service centers, which are oriented toward knowledge, committed to knowledge innovation, and centered on the knowledge demands of users. Meanwhile, library management has also gradually shifted to focus on knowledge management. However, the applications of knowledge management are mainly limited to library services. It lacks innovative applications in internal management such as business flow and institutional settings. This article takes Peking University Library, one of the top-notch academic libraries in China, as a case study to explore this issue. Through restructuring its organization and re-setting its staff positions based on the “knowledge stream” as the core, the academic library intends to satisfy the knowledge demands of different types of users and create an environment in favor of knowledge flow and innovation. All of these efforts further support the development of the university.

Reviews : Brockman, John R. Academic library management research: an evaluative review. Report No. 33. Centre for Library and Information Management, Department of Library and Information Studies, Loughborough Uni versity, 1984. v, 65 pp. £7.50. ISBN 0 904924 57 2. Gilder, Leslie (ed.). IT: resource strategies for academic libraries. Proceedings of a conference held by the Centre for Library and Information Management and the IT Working Group of the Council of Polytechnic Librarians, 29th November, 1983. Centre for Library and Information Management, Department of Library and Information Studies, Loughborough University, 1984. iii, 48 pp. £8.00. ISBN 0 904924 53 X. Wood, Lawraine. Special library and information service management research: a literature review. Report No. 34. Centre for Library and Information Management, Department of Library and Information Studies, Lough borough University, 1984. 64 pp. £7.50. ISBN 0 904924 58 0. Stewart, Linda (ed.). Never mind the answer, what's the question? How to do in-house research in public libraries. Report No. 38. Centre for Library and Information Management, Department of Library and Information Studies, Loughborough University, 1984. 38 pp. £5.00. ISBN 0 904924 62 9. Ward, Patricia Layzell. Staffing structures in public libraries. A case study of Cumbria County Library. Report No. 36. Centre for Library and Information Management, Department of Library and Information Studies, Lough borough University, 1984. iv, 40 pp. £5.00. ISBN 0 904924 60 2

1985 ◽  
Vol 17 (4) ◽  
pp. 318-320
Author(s):  
Wilfred Ashworth
Keyword(s):  
Information Management ◽  
Service Management ◽  
Public Libraries ◽  
Academic Library ◽  
Information Service ◽  
Management Research ◽  
Library Management ◽  
Library And Information Studies ◽  
Information Studies

Extended and experimenting: library learning commons service strategy and sustainability

2016 ◽  
Vol 37 (4/5) ◽  
pp. 265-274 ◽  
Author(s):  
Jennifer Gunter King
Keyword(s):  
Planning Process ◽  
Academic Library ◽  
Historical Review ◽  
Academic Librarians ◽  
Content Type ◽  
Research Engagement ◽  
Learning Commons ◽  
Library Research ◽  
The Commons

Purpose – The purpose of this paper is to share a compelling example of a library’s willingness to develop and design itself as an open-ended process. Design/methodology/approach – The case study provides a historical review of the library’s founding design, and an overview of the process and approach to redesign. The study contextualizes the library within current academic library research and literature. Findings – This paper explores the research, engagement and planning process behind the library’s exploration of new models and service configurations. The project was an engaged, inclusive, transparent, library-led process. The commons reestablishes the library as the “nerve center” of the campus. Originality/value – The paper offers an update to a 1969 report, and later book by Robert Taylor on the Harold F. Johnson Library at Hampshire College, designed as a prototype of an academic library. This paper will be of value to academic librarians, administrators, and historians.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Sign in / Sign up

Export Citation Format

Share Document