A prototype twenty‐first century university library: A case study of change at the University of New South Wales Library

Abstract

Purpose

The purpose of this paper is to provide a case study of organizational change at an academic library.

Design/methodology/approach

The change process employed scenario modelling techniques.

Findings

The scenario modelling technique was found to be effective in developing shared understandings about the future directions of an organization. The next stage involved identifying the implications involved in implementing organizational change to achieve the future organization outlined in the scenario. This stage identified three issues that would need significant investment before the scenario could be realized. They were: skills development; management practices; and the structure of the library. Re‐organization requires attention to cultural and personal issues to enable an organization to undergo major change.

Research limitations/implications

A range of techniques, tools and experiments were used. There would be limitations in applying these in a general way to other organizations.

Originality/value

The scale of the change process is significant in terms of the size of the undertaking and the time taken to achieve it. This paper describes the process. It is too early to predict whether the organizational change is successful.

Citation

Wells, A. (2007), "A prototype twenty‐first century university library: A case study of change at the University of New South Wales Library", Library Management, Vol. 28 No. 8/9, pp. 450-459. https://doi.org/10.1108/01435120710837747