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Theory of Management Strategies for Libraries: Triggers for Innovative and Fundamental Changes

Innovation in Libraries and Information Services

ISBN: 978-1-78560-731-8, eISBN: 978-1-78560-730-1

Publication date: 8 December 2016

Abstract

Purpose

The purpose of this research is to describe a theory of management strategy for libraries based on library core values. This research also determines the fundamental rules that cause libraries’ innovative changes.

Methodology/approach

This research focuses on 16 detailed management cases involving US and Japanese academic and public libraries from the 1960s to the 2010s. It analyses documents related to strategic management, organisation and operations, collected through surveys and interviews with library directors and managers. Based on those case analyses, the researcher identified the strategic patterns of libraries; a strong relationship of services, organisations, core skills and knowledge and environments. Finally, a strategic management theory for libraries emerged as a result of this research.

Findings

This research constructed a theory of management strategies for libraries. It consists of four general strategies and eight specific strategies. In addition, this research also determines fundamental elements that cause strategic and innovative changes of libraries, and describes a rule for those innovative changes that dictates that library services and organisational structures follow strategy, and strategy follows media format.

Originality/value

The originality of this research is in successfully constructing the theory of management strategy for libraries based on library core values. In the library world, most librarians and researchers tend to describe library strategies based on business management theories.

Keywords

Citation

Koizumi, M. (2016), "Theory of Management Strategies for Libraries: Triggers for Innovative and Fundamental Changes", Innovation in Libraries and Information Services (Advances in Library Administration and Organization, Vol. 35), Emerald Group Publishing Limited, Bingley, pp. 63-85. https://doi.org/10.1108/S0732-067120160000035009

Publisher

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Emerald Group Publishing Limited

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