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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.

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.

At the beginning of 2010, new higher education legislation was enacted in Finland. As a result, 17 state universities were consolidated into three newly formed and autonomous universities. This chapter describes the merger process of the libraries in these new universities, namely Aalto University, University of Eastern Finland, and the University of Turku. Using a case study approach, the chapter describes different aspects of the merger process, particularly how to manage cultural change in formerly independent libraries into a single new organization, as well as how to define the new structures and alter directives for management, leaving the past behind. Although this is based on Finnish experiences, it is helpful for other libraries considering or engaged in similar mergers by giving examples and tools for the actions needed for new structures to succeed. Also described are the challenges that the three libraries met in introducing innovations, the necessity for broad communication, and marketing of the new structures within their respective universities. Also included is a brief background description of the overall impact of the new legislation on universities as a whole. Higher education in Finland encompasses polytechnic institutes and universities. This chapter addresses library mergers only in universities.

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.

Ari-Veikko Anttiroiko is a docent and acting professor in the Department of Regional Studies, University of Tampere, Finland. He has conducted and directed several research projects, including The Future of Electronic Services in Local Government and the Local Governance in the Information Society financed by the Academy of Finland. He has worked as an expert in several national and international e-government projects. His academic contributions include in a nutshell nearly 30 monographs, about 40 articles, and some 20 conference papers. He has memberships in several scientific organizations and editorial boards.

The field of librarianship has undergone traumatic shifts (mostly downward) due to the global financial meltdown that began in the fall of 2008. While libraries were not mentioned in the motion picture, Inside Job (Marrs & Ferguson, 2010), they were, and still are, deeply affected by the worst recession since the Great Depression. Worse yet is that current dialogues and negotiations about declining library budgets show promise of continuing well into 2012. Permanent reductions to budget support for libraries by all levels of government in the United States have resulted in library closures, loss of staff, reduced material purchases, deferred maintenance, and fewer or altered services in all types of libraries. Library associations experienced similar strains with the Canadian Library Association facing a budget crunch and the American Library Association giving staff a week's unpaid furlough in 2010. Five library systems in Illinois sought government approval to consolidate into one system and some consortia/networks merged or, like Nylink (NY), simply closed their doors.