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This paper discusses the problems and challenges of change management in the university libraries to facilitate their growth, resources management and service performance similar to the work culture of the corporate sector.

Discusses the changing face of Indian university libraries. Describes the developing corporate culture in the university libraries and explores the ways the university libraries can manage change. Presents a case study of managing change at the University of Jammu Library.

This study reveals the complexities of change management in the university libraries and indicates that the university leadership, the library manager, and the professional staff play a key role in affecting change in the university libraries. Highlights that change management and staff development go hand in hand. The paper points to the fact that evaluation and review processes of the universities for accreditation, grading, and certification also help to a great extent to facilitate and manage change. The university libraries may adopt the work culture of the corporate sector for building their collections, managing their finances, training their staff, upgrading their technologies, ameliorating their operations, but for rendering their services they must ensure humanism in practice.

Problem areas identified and strategies tested provide an important input to the university librarians for effectively managing change in the university libraries.

The purpose of this paper is to examine the current climate in each library sector and to determine how ready libraries and librarians might be for technological change. In particular, the author sought to determine what barriers or challenges might exist and where there are strengths.

Current and former library workers were surveyed via social media and by using an interview process. All were questioned about their opinions on the current situation in libraries and both the institutional and personal readiness for technological change that will result from the Fourth Industrial Revolution. Librarians and technicians from all library sectors responded. The author also included her perspectives on the issues raised.

The findings were that although there is a certain level of cross-over in the specific challenges each library sector faces, there are unique and consequential issues found in each of school, public, special and academic and research libraries. Although the problems encountered by library workers and the libraries they work for may confound their ability to lead change, the profession has a history of flexibility and resilience in the face of technological change. Readers are advised to be aware of both the difficult realities they are facing and seek ways to move forward.

This column is unique in that it provides insights from library workers who led and nurtured libraries through the digital revolution of the 1970s through to the early 2000s. These individuals are able to explain how libraries have changed over decades and to identify the new stresses and challenges their sector faces. Despite what may seem to be a possibly dim outlook for the future, their oral history of successful change in libraries brings light and hope for future positive outcomes in the face of the Fourth Industrial Revolution.

The purpose of this paper is to report an academic library's efforts to introduce course-integrated assessment into its library instruction program. Applying a leadership change model to the process allows for a step-by-step examination of both organizational change and the creation of cultures of assessment.

Over a period of three years, course-integrated assessment was introduced into an academic library's instruction program. Rather than implementing rapid, superficial change, the process focused on transforming librarians' thoughts and feelings about their teaching and student learning. Dr John P. Kotter's eight-step process for leading organizational change is applied to explain the methodology.

Kotter's leadership change model provides a suitable framework for organizing and implementing organizational change within an academic library. However, the use of his method to create and sustain cultures of assessment proves questionable. This may not be fault of his method, but a combination of a less than perfect application of his process and unrealistic expectations of how cultures of assessment develop and function.

The paper focuses on one unit within an academic library, rather than an academic library as a whole.

Changing organizational culture, creating cultures of assessment, and/or implementing course-integrated assessment exemplify some of the challenging tasks academic libraries face in their mission to prove value. This case study provides a candid discussion of both successes and obstacles encountered in using a change leadership model to address each of these. It may also inspire other possible uses of such a model within academic libraries.

According to Meredith Farkas, investigations into the application of leadership change models to build and sustain cultures of assessment within academic libraries do not exist in the literature.

The purpose of this paper is to discover the main reasons for change, why change is necessary and how library professionals can adapt to change. Academic institutions are rapidly changing around the world where libraries are facing similar challenges and adapting change is a demand for growth and improvement. Library administrators need a clear vision and strategic plan to meet the upcoming challenges, they must have self-confidence, ability to work with diversity. Library professionals need to show flexibility and a willingness to develop new skills, they also need to adopt new ways of working and dealing with the academic community.

The literature review is built on resources from offline and online full-text databases such as ProQuest, EBSCO, Emerald, Library Literature and Information Science databases. This paper is based on a systematic literature review method which includes 50 research articles and 5 print books. A total of 109 articles were collected at the beginning stage but after their analysis in detail, they were reduced to 50 articles as the rest of the articles did not exactly focus on adapting to change in academic libraries. Basic keyword and advanced searching options have been used to retrieve the relevant literature on the topic from peer-reviewed and scholarly resources.

Changes are the result of organizational restructuring, user expectations and accessibility to a growing range of digital content, so library professionals are under pressure to adopt change in academic libraries and introduce new services and technology. Library professionals need to change traditional ways of working and boost their knowledge and skills, collaborative attitude, redesign and policies and procedures and create a willingness to adapt to the change. Challenges can be managed if an individual has a keen interest and eagerness to keep up to date with the current knowledge and emerging trends in academic libraries.

Appropriate literature on the topic was reviewed systematically, not all publications were included. Literature on this topic is relatively limited so more research and publications are needed to deal with current and future scenarios of academic libraries.

This paper offers a useful overview of the ways and approaches used to adopting change by library professionals and the approaches that can be used in the current and future settings of academic libraries. Suggestions and recommendations can be used in the field of LIS, as well as library professionals may apply in the academic and research libraries to effectively change.

This paper focuses on the concept of adapting to change in academic libraries, rather than responding to change. This piece of opinion contributes to library science in the area of how to manage and implement change, suggests ways and frameworks which can be used to adopting change by library professionals.

The purpose of this study is to explore the key challenges of academic libraries in times of changing nature of higher education system and how library leaders can manage the challenges when effective leadership is highly required for academic libraries today. As the time is changing, the kinds of challenges that library leaders face have also changed. Author of this study explores the methods and approaches, which are more effective ways of managing challenges in the reshaping environment of academic libraries. At the same time, change has become a permanent part of academic libraries and they need leaders who are able to lead and manage change efficiently, bring theories into practices, find innovative solutions to challenges, creative thinkers, effective communicators, collaborative mindset and self-motivators.

The selective publications have been reviewed to find the best ways to leading changes and managing challenges in academic libraries. The approaches and methods in this study are based on personal experiences of author as director of the university libraries and experiences of library leadership worldwide are conversed.

Academic libraries are facing similar challenges around the world. The author found that academic library leadership needs innovative skills and competencies, effective communication abilities and a new way of thinking to deal with challenges and create willingness to adapt the changes. Kotter’s leadership manage change model may apply for creating and implementing organizational change in academic libraries.

Literature on this topic is comparatively limited. Consequently, this manuscript adds value to the publications of library and information sciences and offers the literature in the field of leadership challenges and manage change in the academic libraries. It also provides guidelines to academic library leadership universally, and how can leaders work with change effectively.

This paper aims to discover the key challenges and identifies reasons for the changing behavior of academic libraries and the role of library professionals, and how can they manage those challenges in a time of change. The paper reveals the most important competencies in a reshaping environment of libraries and the best ways of dealing with change. Library professionals are struggling to reform their traditional ways of working and trying to boost their knowledge and skills as current demand for higher education. Organizations can play an important role to develop willingness for accepting change and reduce stress among employees and prepare them to accept new systems and reality by creating collaborative and supporting environments that provide opportunities for growth and improvement. All library professionals must have the eagerness to keep up with the emerging trends and prepare themselves to accept changes that would have a direct impact on the libraries and the role of library professionals. Academic libraries have similar issues and challenges around the world, those are outcomes of technological advancement, digital resources, innovative services and diversity in higher education; therefore, the role of library professionals is changing.

The research method is built on literature reviews from offline and online. The systematic literature review method is used to review full-text databases such as EBSCO, ProQuest, Library Literature and Information Science databases. Basic search options for keyword searching and advanced searching options have been used to retrieve the relevant papers on the right topic. A total of 113 papers were collected at the initial stage, but after their analysis in detail, they were reduced to 52 scholarly and peer-reviewed papers because the rest of the papers did not exactly express relevant content on the topic.

Library professionals are struggling to keep up with the new competencies and adopt the innovative system and reality because diversity is rapidly changing. The best ways of dealing with change include reform the traditional ways to new ways of working and create collaboration at all levels. Librarians are under pressure to develop new skills to deal with the current scenarios that are affecting the role of library professionals. Academic libraries have similar challenges in a rapidly reshaping environment that are needed to address by researchers and library professionals for the present and future of academic libraries.

This paper is a piece of opinion, 52 appropriate papers on the topic have been reviewed from the peer-reviewed journals, not all publications were included. The existing literature described that there is a need for growth and improvement of academic libraries and workforce in financial crises because they play fundamental roles in society by offering services and information resources, so library professionals need to be very aware of these implications.

The literature on this particular topic is relatively limited. Therefore, this paper is the first to offer a systematic literature review on the changing behavior of academic libraries and the role of library professionals. This paper provides insights into the concept of adopting change and dealing with challenges in a time of change. It adds value to the library and information sciences literature and delivers outlines for the library professionals.

The purpose of this paper is to explore the idea of using Kotter's eight‐step model for change leadership to create a culture of assessment that is embedded in the organizational culture of an academic library.

This is a conceptual paper that examines the potential application of a business change model to an academic library change context. Each step of Kotter's model is described within the context of building a culture of assessment, supported by examples and suggestions from the literature of libraries, higher education, organizational behavior and change leadership.

While building a culture of assessment is critical for libraries in the current environment, it is a difficult and complex process that requires grassroots initiative, top‐down support and strong leadership. Kotter's model for change management provides a pragmatic structure for culture change through behavioral change and change leadership regardless of positional authority.

This paper includes best practices for facilitating a culture of assessment, including necessary resources and possible approaches.

While the literature contains articles about building a culture of assessment, no studies have applied models of change leadership from the management literature to this unique cultural process. This is the first paper that suggests concrete steps for libraries towards building a culture of assessment, even in the absence of an ideal organizational culture. The focus is also on enabling change leadership regardless of whether the change agents have positional authority.

As is the case of all organizations, the academic library is a body reflecting the contribution of its core employees. As such, the roles performed by academic librarians are crucial to its development and existence. The purpose of this paper is to explore the role of academic librarians as change champions in an information age that has been, still is, and is expected to be continuously pervaded by varying and widespread changes in librarianship and scholarship coupled with the ever changing and expanding user needs and expectations. The paper also identifies a framework to perform this role.

This paper is informed by opinion and draws on relevant literature to highlight the current climate and what is being perceived as valuable to the future direction of academic libraries in order to bring credence to its trajectory.

Academic librarians must readily accept, be responsive to, and anticipate change to maintain and justify their relevance to stakeholders. Yet, anecdotal evidence suggests that not all librarians are prepared to embrace change.

Academic librarians must understand how their roles influence the decision-making processes of the stakeholders and vice versa.

The paper advances five principles or 5As to guide the change process in academic libraries: alignment, accountability, agility, accessibility, and assessment. Very briefly, it discusses the relevance of a concept referred to as the competition-collaboration continuum to further academic librarianship. These notions serve to assist academic librarians in determining the appropriate actions to be taken now.

This multiple case study investigates the impact of technology on organizational change in public libraries. Over the past 12–15 years, public access computers (PACs) have been introduced into public libraries. Once these PACs were connected to the Internet, they attracted patrons who had not previously used public library services. The main themes around which this study was organized relate to the implementation of technology with facilities and services, city government, and people. The main research questions were following: (1) How has public library culture changed since the introduction of computers for patron use? (2) What adjustments were necessary to deal with the influx of computers and other technology in public libraries? (3) Have PACs changed the way the libraries are organized and how they are staffed? The findings of the study included how technology influenced changes in staffing in the public libraries. Each of the libraries has undergone a culture shift due to the introduction of technology. One of the shifts is the change of the reference desk from general reference to the addition of a help desk with reference responsibilities. Another concern of the directors was constantly funding the upgrades necessary for software and hardware that technology requires. As not all of the directors have supportive city government, this can be problematic. Finally, the facilities where the public libraries were housed had undergone changes either through renovations or through new buildings to accommodate technology and the infrastructure needed to support it.

The purpose of this case study was to increase the knowledge base of how research librarians experience and cope with the turbulence of change within their library system. A library belonging to the Association of Research Libraries was selected for case study investigation. Seventeen librarians participated in on-site interviews, utilizing a protocol composed of a clustering technique and semi-structured interviewing. Instrumental case studies of each individual were then developed through a collective case method. The findings presented in this chapter include: the competing tensions between the physical and virtual environments, the speed of change, the search for professional meaning, and coping with the experiences of professional change. Analysis of the findings suggest: the emergence of a hypercritical state, the limiting nature of negative feedback, a complex systems framework for professional thinking, and coping in the hypercritical organization.