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Aims to describe one academic health science center library's experience with expanding reference librarian leadership roles in implementing institutional repository initiatives.

The institutional repository project development phases are briefly documented. The rationale for selecting reference librarians to lead the initiative and resultant role changes is discussed.

Reference librarians are strategically placed to promote and administer institutional repository initiatives successfully. The professional challenge rests in reference librarians' readiness to become scholarly publishing change agents.

This case study documents a successful approach to incorporating institutional repository projects into existing library roles in addition to providing new leadership opportunities for reference librarians.

Reference librarian roles in institutional repository projects and the evolution of organizational roles are not addressed in the heavily technology‐ and marketing‐based institutional repository literature.

Given the opportunity to reflect on the three decades of research and practice that have passed since the first volume of Research in Organizational Change and Development was published, we note a number of shifts in our world that are causing us to rethink what we know and how we intervene. These shifts, and their attendant effects on individuals, organizations, and society, have opened up exciting possibilities for the advancement of the field. These advances can be achieved through combined research and action, aimed at producing new insights into core topics like motivation, leadership, and organization design. We suggest an ambitious agenda for current and future scholar-practitioners that we hope will stimulate enough thoughtful work to help fill the next three decades of volumes of Research in Organizational Change and Development.

The concept of self‐managed work teams is identified as a historically grounded story of success originating in perspectives on Socio‐Technical systems and the Quality of Work Life. Expansion based on early success has focused on structural problems associated with the establishment of teams and on solving acute problems that may arise. This paper suggests that future success and research on teams must confront an increasingly complicated set of team applications and needs to shift to a process orientation. The process issues related to long term team operation are more appropriate to a chronic problem/wellness model that is proposed by the authors.