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Fostering innovation through cultural change

Julia Leong (RMIT University, Melbourne, Australia)
Craig Anderson (RMIT University, Melbourne, Australia)

Library Management

ISSN: 0143-5124

Article publication date: 19 October 2012

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Abstract

Purpose

The paper aims to demonstrate a range of approaches to promoting innovative thought and action which can be applied in a variety of organisational contexts.

Design/methodology/approach

The paper describes strategies adopted by one large academic library which sought to increase employee engagement and levels of innovation. Included is the background situation, a description of cultural change activities undertaken, information on provision of a suite of practical innovation process tools, and reference to relevant literature.

Findings

The leadership framework of RMIT University, and associated developmental opportunities, benefit the library which also offers a tailored developmental programme for its leadership group. Specific purpose groups are used in the library to build capacity and promote cultural change. The library promotes involvement in professional associations and supports innovation through the provision of practical tools and techniques which can be used by staff at all levels. Building an innovative culture is challenging in a large organisation, but sustaining effort over time, utilising a variety of approaches and developing positive sub‐cultures among motivated staff have been found to be beneficial.

Originality/value

By describing strategies to promote an innovative organisational culture, the paper has originality. Most related library literature addresses specific innovations.

Keywords

Citation

Leong, J. and Anderson, C. (2012), "Fostering innovation through cultural change", Library Management, Vol. 33 No. 8/9, pp. 490-497. https://doi.org/10.1108/01435121211279858

Publisher

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Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited

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