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This paper aims to describe the efforts of a library in developing a systematic approach to its human resource management. The success of these activities has been measured annually and there already is some evidence for an improvement in skills as well as of better motivation towards the work on the library.

The paper takes the form of a case study approach.

Creating a learning organization to emphasize the library's functioning as an expert organization requires allocation of significant resources to the staff training but this investment is repaid in better work motivation.

The paper is based on Finnish experiences.

The paper gives examples of the activities promoting job motivation in a university library organization and improvements in the work environment.

The paper provides tools and experiences for the human resources management function in an academic library.

This paper sets out to describe the building of the quality management system in one library and especially how different types of quality measurement systems – statistical analyses, benchmarking, surveys – are used in order to improve the quality of the library services. A major emphasis is placed on the involvement of management at both the strategic and everyday levels.

This paper takes the form of a case study approach.

It was found that a multi‐faceted measuring approach helps in the management, planning and public relations of a library.

The paper is based on the experiences of one library.

The paper gives examples of the implementation of the quality management system's customer feedback and process performance evaluation inside an academic library

The paper provides a model for a basket of indicators for a library's core processes and results.

At the turn of this century, it was decided to renovate higher education in Finland and, as a result, three new universities were created by merging existing units. One of these new universities is the University of Eastern Finland, which was formed from the Universities of Joensuu and Kuopio. The merger started in 2007 and in 2008 and 2009 there was a reorganisation of the two previous libraries' management and service provision to create a single new library. The quality management system that the library has been building was used in this process. This paper aims to describe how the strategy was defined; how the organization developed as well as the working order and how a quality manual for the new merged library was created.

The paper is a case study.

The library could utilize its quality management system in merging the two libraries and their service production. It is important for the whole staff to participate in the process.

The paper is based on Finnish experiences.

Models for managing a merger process are presented in the paper. The benefits of a participant management style as well as retaining the best practices from the old libraries into the new unit are emphasised.

The paper discusses the merger of two libraries and the change management processes involved.

Quality management was introduced to the European higher education with the decision made by European Union Ministers of Education in Bologna, year 1999. This paper describes its effect on the Kuopio University Library, Finland. Quality management has been used in the library as a tool for reorganizing the management, as well as, a tool for marketing and improving customer oriented library and information services.

To present the process of creating the quality management system of the Kuopio University Library (Finland) and its auditing.

Case study of the Library's quality management system's building process, with some survey‐based material.

The European Union has decided that some kind of quality management system should be established in its higher education institutions. This sets new challenges for the university libraries. The paper presents the fact that quality management can be used as a tool for leadership within the Library, improving the Library's processes and marketing the Library within the University.

The paper is based on conditions in Finland.

The paper gives an example of what implications national and international higher‐education policies have on a university library.

The paper provides a model for quality management and quality system documentation.

At the beginning of 2010, new higher education legislation was enacted in Finland which caused several university mergers. In addition to that, a self-directed type of organizational restructuring had been going on in Finnish academic libraries. This chapter describes the merger and the restructuring processes of the libraries in three universities, namely Helsinki University, University of Eastern Finland, and the University of Turku. Using a case study approach, the chapter describes different approaches used in the merger process, particularly how to manage service integration, resource reallocation and planning, and implementing new types of services. Performance measures and indicators are among the tools used to assess the successes, particularly in direct services to library users. Although this is based on Finnish experiences, it is helpful for other libraries considering, or engaging in, similar mergers, because of the given examples and tools for the actions needed for new structures and services. Also described are the challenges that three libraries met in the strategic work of reshaping of their organizational structures. While this chapter addresses library mergers only in universities, the methods and tools used will provide models for other types of libraries and nonprofit organizations.

The response to the call for chapters about mergers, acquisitions, collaborations, partnerships, and joint ventures proved to be rich and resulted in an unprecedented number of proposals. Furthermore, the range of proposals illustrated both variety in scope and a broad range of topics. As a result, the material accepted for publication was split into two volumes. This volume includes those chapters deemed broadest in nature, while Volume 37, to be published later this year, will present material of a narrower and more focused nature and mostly in the form of case studies at the operational level. At a time when the volatile nature of the world economy calls for new approaches to business, these volumes provide an interesting panorama from the nonprofit sector of libraries and information services about the world of mergers and acquisitions (M&A’s) as well as the less riskier, but equally dramatic, activities of collaborations, partnerships, and joint ventures.