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The purpose of this article is to analyse an organisational change process that sought to integrate library and other educational support services in an Australian university.

The article assesses the organisational change processes using John Kotter's eight step approach as outlined in his book Leading Change.

While the change processes enjoyed varying degrees of success, it is revealed that several of the techniques recommended by Kotter in his eight steps were adopted, but that the process did not fully utilise the entire eight step process. Questions surrounding the suitability of organisational change models are also raised.

The successful outcomes from the change processes owe credit to Kotter's model for organisational change. While models for change may have certain limitations, they are still revealed as useful in the hands of a skilful leader.

Kotter's eight step model is reviewed in the context of a library change processes. Further analysis of the application of Kotter's model to library change processes may reveal different outcomes.

This paper provides a unique perspective of applying a recognised model for organisational change to library change processes utilising a combination of theory and practice.

The purpose of this paper is to describe a study aimed at assessing the impact of the only recurring Asian library leadership institute on its participants.

A review of the literature focussing on similar longitudinal studies was first conducted followed by a survey of past participants aimed at utilizing a self-evaluation approach.

The study found it difficult to establish a conclusive cause and effect link between institute attendance and the subsequent changes in participants’ professional lives. Nevertheless the study provides compelling evidence that the institute has enhanced participants’ leadership skills, knowledge and insights and thus contributed directly or indirectly to changes in respect of their career progression, involvement in leadership activities and changes at their respective organizations.

Like other similar longitudinal studies on library leadership training, the inconclusive nature of findings suggests that further analysis of participants might be undertaken through a qualitative approach in the form of focus group interviews with the participants and over a time period less than the ten years used in the study.

Survey respondents provided overwhelming support for the institute providing organizers with the motivation to continue to provide this opportunity to librarians in the Asia region.

As the only Asian library leadership training of its kind, this study has delivered a unique set of data that provides perspectives that have not been previously documented.

The purpose of this paper is to discuss issues and concerns raised in a collaborative and cooperative central storage facility for Hong Kong academic libraries.

The approach is to propose and to implement a joint storage business plan and a possibility of acting for others to consider similar storage facilities.

Useful experiences have been gained while planning a central storage facility.

The proposed JURA project is for Hong Kong academic libraries.

The sharing of JURA proposal to create a central storage will inform the libraries around the region of the benefits of having a useful facility in the long term.

The paper will inform others wishing to set up collaborative storages on governance, storage systems, business plan, problems and issues in what is still a relatively unexplored approach to storage problems.

The purpose of this paper is to discuss experiences gained from the introduction of a library leadership institute for Asian academic librarians.

The success of the institute is measured through the evaluations of all participants including, most recently, an attempt to identify challenges faced by academic library leaders, and potential leaders, and assessing how well the institute addresses those challenges.

While evaluations of the institute are highly positive, there appears to be potential for expanding the institute into two streams, one being strictly leadership and the other drawing mainly on management issues.

While analysis of institute evaluations and comments demonstrates a great deal of satisfaction, further research should be undertaken to identify long‐term benefits gained by participants.

The volatile world of information places many challenges on library leaders in the Asia region. The need for strong leadership is apparent as librarians must draw on a range of skills that are not traditionally taught in library schools and are often difficult to develop in the workplace. The benefits of leadership institutes, while limited, do at least plant a seed for new ideas and ways of thinking.

The paper provides a through analysis of the only Asian academic library leadership institute. It is useful for others considering establishing a similar institute or for those concerned with library professional development in Asia.

This article aims to examine approaches by academic libraries in demonstrating return on investment (RoI).

As a participant in a recent international RoI study, the author reviews the various difficulties in developing a suitable methodology.

Using grant income as the basis for demonstrating RoI, it was found that wide differences in results may be attributable to a number of factors related to the parent organisation, the availability of grant funding and the country of the study.

Further work is necessary to arrive at a suitable methodology for a diverse range of academic libraries.

Library managers are alerted to issues and problems surrounding the development of return on investment methodologies.

This paper will prove useful to librarians considering investing time and other resources in developing methodologies for demonstrating return on investment.

The purpose of this article is to analyze the educational and more specifically, the library and information opportunities afforded through virtual worlds such as Second Life.

The article provides an analysis of virtual world opportunities through a review of relevant literature as well as actual applications of virtual world platforms.

Virtual worlds have the potential to provide a rich learning and information environment. Despite what many see as limitations, virtual worlds can enhance the learning experience if problematic issues are addressed and if expectations are realistic. For libraries, a unique set of limitations are identified.

The limited availability of library presences in virtual worlds prohibits a full scale analysis of the success or otherwise of such projects. Future analyses of virtual worlds, in particular Second Life, will be useful if their pervasiveness increases.

Library managers are alerted to issues and problems surrounding an investment in virtual worlds.

This paper will prove useful to educators and librarians considering investing time and other resources in developing content in virtual worlds.

To describe the introduction of a collaborative, user‐initiated, unmediated, interlibrary loan service for returnables between initially three and then all eight universities in Hong Kong.

Historical narrative combined with user and staff evaluation.

The introduction of the service has been a great success.

This article describes in detail the introduction of a service that will be of interest and relevance to many other libraries facing declining budgets and the need to share resources in an efficient and effective way.

The purpose of this paper is to highlight a series of initiatives generated from, and managed within, a major university library and aimed at improving a customer service focus.

The paper documents a series of approaches, including a customized staff training package, that were intended to enhance users' experience with staff. Over a period of six years the responses to a biannual user survey were tracked in order to identify improvements, or otherwise, in users' perceptions of staff performance in terms of their customer service.

The survey results seem to indicate that improvements in users' perceptions of staff performance have improved with time and have done so most dramatically following a series of self‐initiated workshops conducted by library staff.

While it is difficult to directly correlate the successful outcomes with the initiatives, including the staff‐conducted workshops, it will be necessary to continue to track users' perceptions of staff to ascertain whether the trend is sustainable or an aberration.

The paper provides a unique perspective of applying a range of approaches aimed at improving the user experience with staff in a major Asian university library. The success of these approaches is linked to the outcomes of the library's biannual user survey.

The purpose of this paper is to describe the changes adopted in a major Asian academic library aimed at making the library more responsive to evolving and growing client needs, and to positioning the library as a key player on campus in terms of teaching and learning support.

Following a period of organizational restructuring, the library embarked on a series of client focused services specifically aimed at enhancing its role in teaching and learning support.

The article draws on a number of previously existing and new services introduced by the library, and demonstrates growth in their usage. Further evidence of success is highlighted through three consecutive biannual user survey results which demonstrate an increasing responsiveness to user expectations.

While many of the new services have been well received, the findings require further examination to ensure that the services continue to create value for the organization and that the library sustains its role.

This paper reinforces the perspective that, in order to succeed and remain relevant, academic libraries must continue to evolve and to position themselves within their organizations so that they are recognized as important players in teaching and learning processes.

This article provides one possible model for other libraries to follow in attempting to reposition themselves within their organizations.