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The purpose of this article is to present a subsection circulatory management (SCM) model of Library 2.0. The design idea of Library 2.0 system architecture is to be illustrated and a five‐tier model of service‐oriented architecture (SOA) is to be put forward and analyzed.

The SOA model conforms to the desires of Library 2.0. Libraries require integration of literature resources, knowledge services and operations management and together all these integrations must be based on the user service. The realization of the concept and technology of Library 2.0 is similar with the SOA model.

Current library management systems (LMS) remain at the era of Library 1.0, which focused on literature management. The new design principles are aiming to manage library resources much better. Library 2.0 must break through the current framework, and adopt a multilayer structure, user‐centered and service‐oriented system architecture to integrate the resources, the services and managements. Amongst other things, Library 2.0 should utilize the multilayer architecture based on the module mode, improve the flexibility and adaptability of modern management systems, both in system configuration and operational management.

The SOA model is applied in Library 2.0 for the first time and is divided into five tiers – hardware tier, system tier, data tier, operation management tier and knowledge service tier. According to the architecture, three application systems – LMS based on librarians, knowledge service system based on patrons, and knowledge search engine, are designed.

This paper aims to describe the steps in attaining the ISO 9001:2000 quality management system certification at the University of Malaya Library.

This article includes description of the planning, implementation and maintenance of the quality management system by the library, along with continual improvement efforts to provide quality service to the library clientele.

Finds that the move towards a quality management system within quality standard requirements, such as the MS ISO 9001:2000 proved challenging to obtaining the management commitment and the reorganization of services. Customer feedback becomes the focus of on‐going planning to fulfill customer requirements. A quality management system has brought about informed decision making and increased customer satisfaction.

The study is limited to only four university libraries, thus generalization to Malaysian academic libraries is premature at this stage.

This paper will be helpful to libraries planning to implement a quality management system to improve its quality service and increase customer satisfaction.

This paper will be helpful to libraries planning to implement a quality management system to improve its quality service and increase customer satisfaction. As libraries strive to provide quality services to their clients, it is important that their quality standards be accepted globally, therefore the implementation of a quality management system based on ISO 9001:2000 may be helpful in providing clear guidelines on measuring performance.

This article reviews recent preservation activity in Britain, considers the place of preservation in library management and looks to its future development. The many and broad aspects of preservation which impinge on library management are indicated. Much progress has been made in recent years, but there remain those who need persuading to reassess their attitude towards it. If the current preservation impetus is to be maintained and extended, then the question of funding, in particular, must be successfully addressed. Co‐operative programmes and integration of preservation into overall library management and policy will be significant in achieving this.

The importance of good management in information organisations is discussed, together with the need for management education for information professionals. Using the situation in Ghana as an example, the types of education being offered in both the library school and other continuing education programmes are explored. An examination is made of the weaknesses of the programme as well as future trends. It is concluded that, although the teaching of management is important in African library schools, every effort should be made to ensure that the academic levels and local situations are taken into account when planning management education programmes.

Effective and efficient services will be difficult to attain in an organisation where disharmony and grievances thrive ‐ be it between staff and management, or among the staff themselves. The paper examines the role of a library staff welfare committee in the running of a Nigerian university library, and the social services offered to its members. Discusses the history, issues that plagued the scheme, the reactivation process, and the election of a democratic welfare committee. Concludes that the study has provided answers to some management problems in the library, while it points out that members prefer to be directed by their elected leaders. Suggests that a close working relationship is needed between library management and the welfare committee.

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.

An international management movement known as New Public Management (NPM) emerged during the 1970s and 1980s. It relies on the normative use of economic market models, transaction cost theory, and public choice theories to deliver public services. While the manifestations of this new approach have taken many different avenues across the world, in the United States the primary manifestations have been found in the “Reinventing Government” movement (Gore, 1993), and the “Competitive Sourcing” plan of the Bush Administration (Office Management and Budget, 2002, 2003). A central component of NPM practices in the United States is the use of “outsourcing” of government service delivery to private or non-profit organizations.

The results of a study of a collaborative digital library development project suggested that activities positively associated with project success included various forms of connection work, such as integrating diverse people, organizations, and collections of information. The digital library study results are juxtaposed with the results of a survey of the skills and interests of 106 library school students, which revealed that though few aspire to be library managers per se, students reported strong interest in the type of collaborative and synthetic work found to be success factors in the digital library project. The comparison suggests a disconnection between theoretical management concepts, student perceptions of library management, and real-world practice in library management education. A hybrid library management course and practicum is proposed, one which de-emphasizes fictional case studies in favor of providing opportunities for students to evaluate management concepts by observing practice, and to challenge their perceptions of what management is.

The United Nations action plan on sustainable development, called Agenda 21, is applied as a new framework to strategic management of libraries and information services is described in this chapter. Strategic management with Agenda 21 involves adapting the library to its social and ecological environment. It affects the entire organization including institutional and individual strategies. Key issues are ecology, social responsibility, accountability and ethics. The chapter is not about climate change, but is about goal definition and resource allocation. The message is that library management should contribute to the sustainable development of society on a local level, in addition to its particular cultural or scientific objectives. The global approach of Agenda 21 helps to evaluate library performance as a system, against criteria derived from the action plan, and to develop sustainable scenarios integrating social and ecological impact. Also, following the Agenda 21 philosophy, no performance level such as service quality, information technology, financial balance or carbon footprint should be evaluated unrelated to the other levels. In the new societal context, social, economic and ecological aspects are inter-connected. The author’s conviction is that the traditional cultural and scientific functions of libraries cannot be isolated from this environment, and that strategic library management must integrate sustainable development, not as a marginal element, but at the heart of analysis and decision-making.

This chapter explores the increasing use of Scrum, a project management framework used in software development, in libraries. This conceptual piece examines the advantages and disadvantages for a library profession to obtain training and professional certification for implementing Scrum.

Beginning with a brief literature review that surveys the use of Scrum and related frameworks in libraries, this chapter then provides a brief explanation of Scrum, the role of the ScrumMaster, and the certification process. An examination of the difficulties of project management in libraries leads to a discussion of the advantages of ScrumMaster certification for the library organization and the library professional, with caveats and alternatives.

Scrum offers lightweight methods to bring project management expertise to libraries lacking formal project management training. ScrumMaster certification is a quick and easy way to learn and implement the process, while offering professional advantages.

While the library literature has case studies of library professionals using Scrum and related Agile software development methodologies, this chapter looks at the ScrumMaster role in particular, the certification process, and the advantages for the organization and the professional.