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The purpose of this research is to describe a theory of management strategy for libraries based on library core values. This research also determines the fundamental rules that cause libraries’ innovative changes.

This research focuses on 16 detailed management cases involving US and Japanese academic and public libraries from the 1960s to the 2010s. It analyses documents related to strategic management, organisation and operations, collected through surveys and interviews with library directors and managers. Based on those case analyses, the researcher identified the strategic patterns of libraries; a strong relationship of services, organisations, core skills and knowledge and environments. Finally, a strategic management theory for libraries emerged as a result of this research.

This research constructed a theory of management strategies for libraries. It consists of four general strategies and eight specific strategies. In addition, this research also determines fundamental elements that cause strategic and innovative changes of libraries, and describes a rule for those innovative changes that dictates that library services and organisational structures follow strategy, and strategy follows media format.

The originality of this research is in successfully constructing the theory of management strategy for libraries based on library core values. In the library world, most librarians and researchers tend to describe library strategies based on business management theories.

The chapter “Books Open Worlds for People Behind Bars” by Gerhard Peschers gives an insight into library services in correctional facilities in Germany on different levels, ranging from local best practice examples (e.g., Berlin, Bremen, Dortmund, and Würzburg) via regional experiences – focusing on longstanding experiences in North Rhine-Westphalia, in particular the outstanding former Münster prison library which was awarded the German national Library Prize “Library of the Year 2007” – and nationwide subjects to grown internationality based on long-term integration into the library community. Fundamental issues include history and the legal basis of prison libraries as well as practical experiences on various levels of responsibility and its diverse scope of tasks, such as collection development, data processing, interior design, events, and cooperation with city libraries.

The outlook provides the state of play and the challenges regarding digitalization for the development of prison libraries.

Finally, the author’s dream of the book tree on the prison wall, which found international resonance, invites you to share the vision of dialog and tolerance across dividing walls.

The Morgan Library at Colorado State University in Fort Collins suffered catastrophic flooding as the result of a historic rain storm and flood that swept through the town on July 28, 1997. This study examines this single library's organizational disaster response and identifies the phenomena that the library's employees cited as their motivation for innovation.

Purpose – This study provides an example of a library where a pre-disaster and post-disaster organizational environment was supportive of experimentation. This influenced the employees’ capacity and motivation to create a new tool meant to solve a temporary need. Their invention, a service now called RapidILL, advanced the Morgan Library organization beyond disaster recovery and has become an effective and popular consortium of libraries.

Design/methodology/approach – This is an instrumental case study. This design was chosen to examine the issues in organizational learning that the single case of Morgan Library presents. The researcher interviewed employees who survived the 1997 flood and who worked in the library after the disaster. The interview results and a book written by staff members are the most important data that form the basis for this qualitative research.

The interviews were transcribed, and key phrases and information from both the interviews and the published book were isolated into themes for coding. The coding allowed the use of NVivo 7, a text analysis software, to search in employees’ stories for “feeling” words and themes about change, innovation, motivation, and mental models.

Three research questions for the study sought to learn how employees described their lived experience, how the disaster altered their mental models of change, and what factors in the disaster response experience promoted learning and innovation.

Findings – This study investigates how the disruptive forces of disaster can influence and promote organizational learning and foster innovation. Analysis of the data demonstrates how the library employees’ feelings of trust before and following a workplace disaster shifted their mental models of change. They felt empowered to act and assert their own ideas; they did not simply react to change acting upon them.

Emotions motivate adaptive actions, facilitating change. The library employees’ lived experiences and feelings influenced what they learned, how quickly they learned it, and how that learning contributed to their innovations after the disaster. The library's supervisory and administrative leaders encouraged staff members to try out new ideas. This approach invigorated staff members’ feelings of trust and motivated them to contribute their efforts and ideas. Feeling free to experiment, they tapped their creativity and provided adaptations and innovations.

Practical implications – A disaster imposes immediate and often unanticipated change upon people and organizations. A disaster response urgently demands that employees do things differently; it also may require that employees do different things.

Successful organizations must become adept at creating and implementing changes to remain relevant and effective in the environments in which they operate. They need to ensure that employees generate and test as many ideas as possible in order to maximize the opportunity to uncover the best new thinking. This applies to libraries as well as to any other organizations.

If library leaders understand the conditions under which employees are most motivated to let go of fear and alter the mental models they use to interpret their work world, it should be possible and desirable to re-create those conditions and improve the ability of their organizations to tap into employees’ talent, spur innovation, and generate meaningful change.

Social implications – Trust and opportunities for learning can be central to employees’ ability to embrace change as a positive state in which their creativity flourishes and contributes to the success of the organization. When leaders support experimentation, employees utilize and value their affective connections as much as their professional knowledge. Work environments that promote experimentation and trust are ones in which employees at any rank feel secure enough to propose and experiment with innovative services, products, or workflows.

Originality/value – The first of its kind to examine library organizations, this study offers direct evidence to show that organizational learning and progress flourish through a combination of positive affective experiences and experimentation. The study shows how mental models, organizational learning, and innovation may help employees create significantly effective organizational advances while under duress.

An original formula is presented in Fig. 1.

This chapter presents a case study of how Baker Library Services, a department of Harvard Business School's Knowledge and Library Services, has refocused its distinctive capabilities in order to become better integrated with research and course development and increase the value of its human and material resources' contributions to research, teaching, and learning. As part of a multipronged strategy, this chapter has developed new individual and organizational capabilities, including Research Support Continuum, Research Services Delivery Model, the Project Management Office, and services to support collaborative research and course development environments. The chapter is presented as a journey with reference to an earlier report on the development of the Curriculum Services Group, an update on current initiatives, and an outline of future plans for continuing to review the priorities needed to achieve the group's strategic shifts.

The definition of the collection employed in this essay accounts for it as an assemblage of information sources made accessible systematically in any format by the library or information center for the purposes of the community that is to intended to serve.

This chapter discusses the unique role that public libraries can play to (re)build our Republic by centering the lived experiences and voices of marginalized communities. As robust sites for out-of-school time learning and community-based information spaces, public libraries have long played a key role in promoting the health and well-being of our nation’s democracy. Public libraries’ inclusivity efforts, though, have not always been evenly balanced, and these efforts have often been underdeveloped, poorly articulated, and undervalued by other key civic actors. Bringing together a Learning Sciences scholar of youth development and civic engagement, Library and Information Sciences scholar on free speech, and an Assistant Director of a public library in the Southeast, this chapter will offer interdisciplinary research-practice insights into both the challenges and opportunities that exist for public libraries as they grapple with the serious question of how to serve the public in the complex reality that is this third decade of the twenty-first century. In particular, this chapter explores questions like: how can public libraries balance the constraints of the status quo to hear, share, and amplify the voices of marginalized communities? And in what ways can library staff encourage opportunities that bridge librarians’ expertise and libraries’ resources with the lived realities and needs of marginalized communities? In this chapter, the authors expand upon these questions and collectively dream about the ways in which public libraries might be reimagined to more authentically and equitably serve the many faces of the contemporary American public.