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This research highlights the scenarios that might serve as a strategic vision to describe a future beyond the current library, one which both guides provosts and creates a map for the transformation of human resources and technology in the university research libraries. The scenarios offer managerial leaders an opportunity to envision new roles for librarians and staff which brings a much needed focus on the development of human resources as well as a thought-stream to understand decisions which effectively and systematically move the organization toward a strategic vision.

These scenarios also outline possible future directions research libraries could take by focusing on perspectives from library directors, provosts, and administrators for human resources. The four case study scenarios introduce potential future roles for librarians and highlight the unsustainability of the current scholarly communications model as well as uncertain factors related to the political, social, technical, and demographic issues facing campuses. Given the changes institutions face, scenarios allow directors to include more uncertainty when developing and articulating a vision. These scenarios may start a discussion, before a strategic planning process, to sharpen the evaluations and measures necessary to monitor achievements that define the value of the library.

Purpose – Although not extensively documented, academic libraries in the United States of America have been involved in fund-raising for centuries. In more recent years, decreases in university budgets forced academic libraries to rely more heavily on philanthropy in order to operate or expand collections. However, much remains unknown about many aspects of academic library fund-raising. This study expands knowledge regarding library development efforts so that scholars and library administrators can better understand library fund-raising and become more successful in raising money.

Findings – Development work for academic libraries has shown to differ from other forms of development activities on a campus due to the fact that donors to academic libraries tend to differ from other kinds of donors on a campus. This research highlights strategies academic library development officers believe work in cultivating donors from a limited target population and how they believe this differs from or is similar to the work of other development officers in higher education.

Practical and social implications – This research sought to understand how organizational placement of the library development officer in the university has an impact on successful fund-raising.

Originality/value – This is the first research to directly study academic library development officers. This will help library administrators and those involved with academic library development efforts learn what library development officers believe works and doesn’t work in fund-raising.

Librarians have traditionally looked to academic library directors (ALDs) to list those qualities that make them good at what they do. Little research has sought the input of institutional administrators (who are the ones who hire ALDs) about what they look for when hiring ALDs. This study presented a list of qualities that had been rated by ALDs as being important for the position to these senior institutional administrators and asked them to rate the relative importance of these qualities and to add to the list any qualities they felt should be there. Their ratings were then compared with those of the library directors to see how closely they correlated. The results showed not only that there was statistically significant agreement between the two groups, but also that there were important differences, with the hiring administrators placing more priority on ideological attributes (attributes based on professional orientations and ideals) while ALDs emphasized the need for experience. The hiring administrators also added several attributes to the original list, including managing multiple priorities, being learning/student oriented (especially toward low achievers), being self-directed with a good work ethic, being able to relate effectively to all constituencies, and experience in the same type of institution as the one the person was being hired to lead.

This study aims to examine how academic library directors conducted meetings in the change process and the factors influencing the approaches used.

Bolman and Deal's reframing change model provided the foundation for this research. An online survey was sent to 1,010 academic library directors in the USA. The response rate was 59 percent. The qualitative data were analyzed using content analysis. The collected quantitative and qualitative data were analyzed using descriptive (frequencies, percentages, means, standard deviations) and inferential statistics (binary and multinomial logistic regressions).

Most directors used multiple approaches to conduct meetings in the change process. The structural and human resource approaches were the most frequent single approaches. Regression analysis confirms that demographics, human capital, and library variables play significant roles in conducting meetings.

Data in this study were collected from directors in libraries of doctoral granting, master‐granting, and baccalaureate‐only colleges, and universities. Accordingly, the results of the study might not be generalized to college and university libraries outside this classification.

This paper provides a useful overview of the approaches used to conduct meetings in the change process and the factors influencing the approaches used.

Directors may use the results to reflect on different options of the strategies for conducting meetings in the change process and balance the weight of the factors' influences. The results may also help librarians better understand various approaches to conducting meetings in the change process.

The purpose of this paper is to investigate the attitudes and views of library directors and key librarians on issues related to library collaboration and its impact on the welfare of advanced and cost‐effective systems of library and information services.

A qualitative approach was utilized through the use of semi‐structured, face‐to‐face interviews for collecting needed data from library directors and key librarians in four major universities located in diverse regions in Oman. Collected data were transcribed and relevant themes and patterns were identified following an interpretive thematic approach.

Results show that participants indicated an overall positive attitude toward library collaboration in an academic setting. They believed in the desired individual and institutional benefits that they would gain if their libraries or parent organizations developed and enhanced a collaborative system. The three most important advantages of collaboration were emphasized. They are: to enlarge and improve the library services, including increasing users' access to inter‐library information resources; to reduce costs by sharing manpower and resources; and to share experience through communication and enhance skills and knowledge of staff through collaborative training.

The paper provides an overview and insights into demanding issues related to academic library collaboration in Oman. The result of this study helps propose a frame‐work or strategy for the purpose of initiating and developing a new system of academic library collaboration in Oman.

Library collaboration, overall, has hardly been studied in Oman, or at least in the context of academic librarianship. This paper highlights the importance of library collaboration and its impact on the changing environment of academic libraries.

This paper reports on the findings of the HEFCE‐funded outcomes project which aimed to investigate strategic planning in UK academic libraries.

The research consisted of a literature and documentation review, followed by interviews with academic library directors and senior institutional managers. There was also a survey of all UK HE libraries.

The key issues which need to be addressed by academic libraries in terms of strategic planning are: the involvement of library staff; communication of library aims and plans externally; level of active involvement in institutional and departmental planning; evaluation and target setting; and involvement in more “difficult” institutional aims such as income generation and widening participation.

The response to the various activities of this research project indicate the lack of interest in outcomes assessment within the academic library sector. There is little rigorous evidence in this area to inform library professionals.

The lack of interest in outcomes assessment with the sector is worrying; there is a general view of libraries as essential part of higher education and do not need to demonstrate how they contribute to institutional aims. This may leave libraries in a vulnerable position.

The paper reports on an issue which should be of great concern to the academic library sector, especially in the light of the proposal to axe professional posts at the University of Wales, Bangor library.

The purpose of this paper is to study the role of academic music libraries in financially straitened times. The academic music library aims to cover the information needs of the academic community; yet the unique nature of music information also allows academic libraries to develop services for a broad spectrum of different user groups.

The theoretical analysis is supported by empirical evidence from a nationwide survey in Greece. The survey was carried out from July to September 2013 and presents results from interviews with the directors of all academic music libraries in Greece.

The results suggest that the period of economic crisis is also a period of challenges and innovation for music libraries which calls them to redefine policies and priorities, and further consider the needs and expectations of wider audiences, i.e. musicians outside the academic community. The financial downturn can be seen as an opportunity for restructuring the academic music libraries and for the development of a wider framework of operation which calls for an outreach strategy and cooperation with external music associations and organizations.

It is one of the very few studies providing theoretical and empirical evidence linking academic music libraries to musicians and the significance of collaborative partnerships.

The purpose of this study is to examine how academic library directors set goals for change in the information age and the factors influencing the approaches used.

Bolman and Deal's reframing change model provided the foundation for this research. An online survey was sent to 1,010 academic library directors in the USA. The response rate was 59 percent. The qualitative data were analysed using content analysis. The collected quantitative and qualitative data were analysed using descriptive (frequencies, percentages, means, standard deviations) and inferential statistics (binary and multinomial logistic regressions).

Most directors used multiple approaches to set goals for change. The structural and human resource approaches were the most frequent single approaches. Regression analysis confirmed that demographics, human capital, and library variables played significant roles in setting goals for change.

Data in this study were collected from directors in libraries of doctoral granting, master‐granting, and baccalaureate‐only colleges and universities. Accordingly, the results of the study might not be generalized to college and university libraries outside this classification.

This paper provides a useful overview of the approaches used to set goals for change and the factors influencing the approaches used.

Directors may use the results to reflect on different options of the strategies for setting goals for change in the information age and balance the weight of the factors' influences. The results may also help librarians better understand various approaches to setting goals for change in the information age.

Quality has been defined in many different ways and it forms a complex and subjective concept, incorporating at any given time the true (expressed and implied) needs of all those involved. A possible approach in the context of library and information services is the implementation of a well‐known quality management system such as the ISO 9001:2000. This paper aims to investigate and empirically assess the current issues and the perceptions for quality management systems implementation in Greek academic libraries.

An empirical qualitative survey based on the development of a questionnaire for semi‐structured interviews with the directors of Greek academic libraries. The study was conducted during the third quarter of 2007 in regard to the effects of quality management system implementation.

The comparisons between approaches to, and perceptions of, quality management need to be balanced. An interest for ISO 9000:2000/ISO 9001:2000 has been observed in academic libraries in Greece.

The study of the current attempts for implementing quality management systems as well as evidence about perceptions regarding ISO 9000:2000 of libraries directors may aid in the development of policies for quality management in academic libraries in Greece.

This paper provides information for ISO 9001:2000 implementation in Greek academic libraries and empirical results about the perceptions of Greek academic library directors based on semi‐structured interviews.

The purpose of this study was to ascertain the adoption of transformational leadership qualities in South African libraries in Gauteng Province.

The study used a qualitative approach with open-ended questions that yielded some qualitative data. For the study, a multi-case study design was used. The study specifically targeted participants by identifying three directors of academic libraries in Gauteng. The criteria for selecting the three directors were that two of the universities are residential research-intensive universities, and the third is an academic library of a distance learning university. Atlas.ti8 was used to analyse the data, which was then presented using thematic content analysis.

Thematic areas for leaders of the 21st century, as mentioned by the directors, were a mixed bag. That empowerment was suggested by the first academic director. The appropriate leadership qualities were fiduciary, analytical, pragmatic, transformative and visionary. The second academic director proposed consultative, innovative and adaptable approaches, while the third proposed collaborative, ethical and adaptive approaches.

Transformative leadership is required, particularly in the aftermath of technological advances and pandemics such as COVID-19, which have altered the way academic libraries should operate.

Many studies on transformative leadership have been conducted. However, in the aftermath of technological advancements and pandemics such as COVID-19, the role of transformative leadership remained untested. This study fills the void.