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The paper aims to focus on organizational and institutional strategies, including a case study from the University of Tennessee, concerned with recruiting librarians from diverse backgrounds.

Programs from the Association for Research Libraries, the American Library Association, OCLC, and IFLA for recruiting librarians from diverse backgrounds are reviewed. An in‐depth case study of the University of Tennessee Diversity Libraries Residency Program is included to provide a detailed example of a successful program and its contributions locally and to the research library field.

The paper provides strategies and a catalyst for other organizations and institutions to develop robust recruitment programs for a diverse workforce in academic libraries.

This paper lays out strategies for robust diversity recruiting activities at the organizational and institutional level using the University of Tennessee's experiences as a basis for discussion.

Current library literature offers little advice for the selection of science books for the general public. Most articles and books concern the primary scientific literature, produced by scientists for their peers, information most useful to managers of sci‐tech libraries. The popular or general‐interest science book has apparently been overlooked by both science and general librarians. Yet this category of books is interesting and important in its own right,andopportunitiesabound for investigation into their selection and use.

This article presents an annotated bibliography of literature recently on library instruction and information literacy in academic, school, public, special, and all types of libraries. Interest in the topic remains strong, with a growing number of pieces also including the importance of assessment. Other themes discussed in the articles include research, collaboration, the use of tutorials, tours, distance learning, active learning, problem‐based learning, and the role of accreditation bodies.

The purpose of this paper is to show that library managers are increasingly moving from one country to another as globalization makes its mark. What constitutes good leadership and good management and are the skills and knowledge transferable?

There are cultural differences which must be understood. The cultural differences relate not solely to country or region but also to institutional variations and environments. Outlines the pitfalls and pleasures.

Library managers moving from one country and culture and one organization to another require considerable energy, knowledge and skill in making the change.

The pitfalls and the pleasures are outlined – and neither should be underestimated.

This paper aims to examine how interviews of learning commons partners were used to improve communication and collaboration between the library and its partners.

Interviews were conducted with representatives from each of the eight partners that have service desks in the library. The interviews’ transcripts were studied to search for ways communication and collaboration between the library and its partners could be improved.

The passing of time, addition of new library partners and the hiring of new employees since the opening of the learning commons at Draughon Library have created some gaps in communication between the library and its partners. Interviews with representatives from the library’s partners revealed ways communication needed to be improved and provided insight as to how the library and its partners might collaborate in the future.

Much of the literature on library partnerships focuses on the creation of collaborations, but does not elaborate on ways to keep lines of communication open and encourage continued collaborative work once partnerships are already in place. Information gleaned from the interviews highlights concerns that may occur at other libraries with learning commons, as new partnerships develop and time passes since the initial creation of the commons.