Relevant bibliographies by topics / Academic library strategic planning

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Academic library strategic planning'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Academic library strategic planning"

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Hipsman, Jacqueline L. "Strategic Planning for Academic Libraries." Technical Services Quarterly 13, no. 3-4 (June 10, 1996): 85–104. http://dx.doi.org/10.1300/j124v13n03_06.

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Decker, Reinhold, and Michael Höppner. "Strategic planning and customer intelligence in academic libraries." Library Hi Tech 24, no. 4 (October 1, 2006): 504–14. http://dx.doi.org/10.1108/07378830610715374.

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PurposeThe purpose of this paper is to refer to a current discussion on the effectiveness and efficiency of Bielefeld University Library and concentrates on requirements and conditions of implementing customer intelligence in academic libraries. Moreover, a conceptual framework for a library management information system based on a data warehouse that links external and internal data to support strategic planning processes is introduced.Design/methodology/approachContent‐related and technical aspects of customer intelligence in academic libraries are outlined and analogies are drawn to commercial enterprises to motivate the conceptual reflections. The paper closes with two examples that demonstrate how multifaceted the data pool for customer intelligence can be in librarianship.FindingsThe paper sensitizes to the advantages of systematically generating customer knowledge in academic libraries for strategic planning and customer orientation.Practical implicationsThe suggested approach can serve as a basis for the development of data‐based decision support systems focusing on the tracking of the usage of library services and customer preferences over time.Originality/valueUp to now the discussion of customer intelligence as a foundation of strategic planning in academic libraries has been almost a blank space in the literature. The paper contributes to fill this gap.
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Wayne, Richard. "The academic library strategic planning puzzle: Putting the pieces together." College & Research Libraries News 72, no. 1 (January 1, 2011): 12–15. http://dx.doi.org/10.5860/crln.72.1.8489.

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Petrides, Lisa, Letha Goger, and Cynthia Jimes. "The role of "open" in strategic library planning." education policy analysis archives 24 (March 28, 2016): 36. http://dx.doi.org/10.14507/epaa.24.2478.

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Academic libraries are undergoing evolutionary change as emerging technologies and new philosophies about how information is created, distributed, and shared have disrupted traditional operations and services. Additionally, the population that the academic library serves is increasingly distributed due to distance learning opportunities and new models of teaching and learning. This article, the first in this special issue, suggests that in today’s increasingly networked and distributed information environment, the strategic integration of open curation and collection development practices can serve as a useful means for organizing and providing structure to the diverse mass of available digital information, so that individual users of the library have access to coherent contexts for meaningful engagement with that information. Building on insights from extant research and practice, this article proposes that colleges and universities recognize a more inclusive open access environment, including the integration of resources outside of those owned or created by the institution, and a shift toward policies that consider open access research and open educational resources as part of the library’s formal curatorial workflow and collection building. At the conclusion on this article, authors Lisa Petrides and Cynthia Jimes offer a commentary on the six remaining articles that comprise this special issue on Models of Open Education in Higher Education, discussing the significant role that “open” policy and practice play in shaping teaching, learning, and scholarship in the global context of higher education.
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Birdsall, Douglas G., and Oliver D. Hensley. "A New Strategic Planning Model for Academic Libraries." College & Research Libraries 55, no. 2 (March 1, 1994): 149–59. http://dx.doi.org/10.5860/crl_55_02_149.

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Ryan, Susan M. "Library web site administration: a strategic planning model for the smaller academic library." Journal of Academic Librarianship 29, no. 4 (July 2003): 207–18. http://dx.doi.org/10.1016/s0099-1333(03)00039-9.

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Jaggars, Damon, and DeEtta Jones. "An agile planning and operations framework." Performance Measurement and Metrics 19, no. 2 (July 9, 2018): 121–26. http://dx.doi.org/10.1108/pmm-11-2017-0057.

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Purpose The purpose of this paper is to describe the design and implementation of an agile planning and operations framework for an academic research library, designed to facilitate an ongoing organizational conversation about the organization’s strategic intent and how it plans to move from intention to reality. The goals motivating the implementation of such a framework include creating iterative, open-ended planning and management processes that enable increased flexibility and openness to unforeseen opportunities, as well as the ongoing integration of library faculty, staff, and external stakeholder voices into planning, management, and assessment discussions. Design/methodology/approach The framework seeks to harmonize planning, management, and assessment processes over 18-24-month rolling time horizons, during which organizational efforts and investments would be reviewed and revised in an iterative fashion. Findings The authors share results and analyses from stakeholder assessments used to develop foundational mission, vision, values, and strategic directions documentation and discuss the structural, cultural, and organizational development challenges confronted and gains experienced in implementing the framework. Originality/value Many academic libraries are exploring new approaches to strategic planning, ways to enhance organizational health, and manage change. The authors are unaware of an academic or research library that has attempted to design and implement a similar approach to strategic planning and its assessment. The agile planning framework provides an alternative to traditional “waterfall” approaches to strategic planning for libraries.
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Lampert, Cory, and Jason Vaughan. "Success Factors and Strategic Planning: Rebuilding an Academic Library Digitization Program." Information Technology and Libraries 28, no. 3 (September 1, 2009): 116. http://dx.doi.org/10.6017/ital.v28i3.3220.

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This paper discusses a dual approach of case study and research survey to investigate the complex factors in sustaining academic library digitization programs. The case study involves the background of the University of Nevada, Las Vegas (UNLV) Libraries’ digitization program and elaborates on the authors’ efforts to gain staff support for this program. A related survey was administered to all Association of Research Libraries (ARL) members, seeking to collect baseline data on their digital collections, understand their respective administrative frameworks, and to gather feedback on both negative obstacles and positive inputs affecting their success. Results from the survey, combined with the authors’ local experience, point to several potential success factors including staff skill sets, funding, and strategic planning.
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Walter, Scott. "Communicating value through strategic engagement." Library Management 39, no. 3/4 (June 11, 2018): 154–65. http://dx.doi.org/10.1108/lm-09-2017-0093.

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Purpose The purpose of this paper is to explore ways in which “library value” may be communicated in a university setting through more effective engagement with strategic planning and a broader array of campus partners. Design/methodology/approach This paper presents a case study of an academic library in which alignment with the university mission and strategic plan and alignment of library assessment efforts with the broader culture of assessment at the university have resulted in positive gains for the library in terms of campus engagement and recognition of library value. Findings This paper provides insights into successful strategies for improved communication of library value to senior leadership, new investment in library facilities, and enhanced opportunities for collaboration across the university on strategic initiatives including student success, innovation in teaching and scholarship, and community engagement. Originality/value This paper provides library leaders with new approaches to engagement with campus partners and senior academic leadership in promoting the library as a strategic resource worthy of investment in the twenty-first century.
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Panahi, Sirous, Hossein Ghalavand, Shahram Sedghi, Abdolahad Nabiolahi, and Sedigheh Khani. "Exploring the common factors affecting the strategic plans in Iranian academic libraries." Library Management 41, no. 4/5 (April 14, 2020): 123–34. http://dx.doi.org/10.1108/lm-08-2019-0054.

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PurposeOne of the important processes for success or failure of strategic plans in academic libraries is identifying different dimensions and factors affecting library activities and services. However, more previous studies focusing on strategic planning processes and few research have explored perspectives of academic library managers in factors affecting designed strategic plans. This article aims to identify the common factors affecting the strategic plans in Iranian academic libraries.Design/methodology/approachAfter adopting a qualitative survey design, 28 Iranian academic library managers were interviewed. Purposive snowball sampling method was used to select the libraries’ managers, and the data analysis was done using the thematic analysis method by MAXQDA 10.FindingsThe study revealed three main themes including personal, professional and organizational factors that effect on academic libraries’ strategic plans. Users' expectations and librarians' personality characteristics were identified as two sub-themes for personal factors. In term of professional factors, scientific achievement of libraries and communication skills are the most important factors. Academicals factors, managerial factors and budget alignment are most important organizational factors that affect the Iranian academic libraries’ strategic plans.Originality/valueIranian academic libraries use different approaches for developing their strategic plans. However, by revealing the common affecting factors by academic library managers, the study provides an opportunity for better controlling the academic libraries' strategic plans progresses.
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Dissertations / Theses on the topic "Academic library strategic planning"

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Clayton, Peter, and n/a. "User involvement in academic library strategic planning: congruence amongst students, academic staff and libary staff at the Canberra College of Advanced Education." University of Canberra. Library and Information Studies, 1988. http://erl.canberra.edu.au./public/adt-AUC20050627.142122.

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The present study attempted to answer two questions: do academic library users have a distinctive and useful input to make to library strategic planning? If they do, what mechanisms will permit them to participate effectively in this planning process? To address these questions research was carried out in two stages at a single institutional site, the Canberra College of Advanced Education. The first of these utilised a structured group discussion process, Nominal Group Technique (NGT). This was used both as an indicator of user planning priorities and as a pilot research technique contributing to the design of a subsequent survey. This survey obtained a response rate of over 90 percent from a sample of 379. The study attempted to establish that academic staff and students do have a worthwhile input to make to planning by testing for congruence between the rankings of library planning priorities of these user groups and the rankings of planning priorities of Library staff. No strong positive correlations were established between the priorities of student groups and Library staff, although in the survey the priorities of academic staff and Library staff were found to be related. These results suggest users do have a worthwhile input to make to library strategic planning. Other tests for congruence were also applied between and within respondent groups, because if a group was found to have different priorities there would be a prima facie case for consulting members of that group as part of the planning process. Both mechanisms used in the present study were considered successful. User surveys have been employed for planning in previous studies with a future-oriented component. However, it appears that this may have been the first formally reported application of NGT to library management. Experience in the present study suggests it is a highly suitable technique for situations such as strategic planning, where generation of ideas or comment on priorities is required. However, an attempt to establish congruence between the results obtained using NGT and those obtained from the survey yielded inconclusive results. It is believed that major changes in the institutional environment were principally responsible for this, although a methodological limitation may also have contributed. The study concludes with suggestions for further research.
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Malenfant, Kara Josephine. "Understanding Faculty Perceptions of the Future: Action Research for Academic Librarians." Antioch University / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1317308285.

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Guerriero, Donald A. "Strategic Planning For A Special Library." NSUWorks, 1987. http://nsuworks.nova.edu/gscis_etd/555.

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STRATEGIC PLANNING FOR A SPECIAL LIBRARY The Technical and Management Information Center of the U.S. Defense Communications Agency is a special library providing worldwide library and information services in the subject fields of communications, electronics, command and control, and computer sciences. A project was designed with the objective of developing a strategic plan for this library. Long-range and strategic planning methods commonly used in business organizations were used. An extensive review of the literature on strategic planning was done to determine the best methods available for use in a special library environment. The methods used to develop the strategic plan included: writing a plan-to-plan, four factor strategic analysis, WOTS-UP analysis, vulnerability assessment, capability profile, vulnerability analysis, key results analysis, and hierarchy of values analysis. The result of the project was a written strategic plan that included a summary statement, mission statement, background information, assumptions, objectives and strategies, schedules and evaluation, and contingency plans. The conclusion was reached that strategic planning methods used in business can be applied successfully to special libraries, although the process can be time-consuming. The literature review, methods used, and final plan provide a model for managers of special libraries interested in developing their own strategic plans. The major difficulties encountered were the amount of time necessary for the planning and the difficulty of integrating staff and management in the process. The motivated manager of a special library should, nevertheless, be able to plan strategically using methods discussed in this project.
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Library, University of Arizona, and Carla J. Stoffle. "FY 2008 Budget and Planning Materials." University of Arizona Library (Tucson, AZ), 2007. http://hdl.handle.net/10150/127765.

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Bracke, Paul. "Public Presentations of Professional Change in Academic Research Library Strategic Plans." Diss., The University of Arizona, 2012. http://hdl.handle.net/10150/265362.

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Academic librarianship is a profession in the midst of change. Embedded within multiple social spheres, academic librarians are adapting to changes in higher education, the sociotechnical environment of information, and the system of professions. This research investigates the ways in which academic librarians publicly present the ways in which they are aligning themselves in the face of academic capitalism. Using a qualitative approach of document analysis of research library strategic plans, this study explores the ways in which academic librarians express their perceptions of changes in higher education, of changes in the sociotechnical environment of information, and of changing professional jurisdiction and relationships. The theoretical framework, based on Abbott's System of the Professions and Linked Ecologies. The study analyzes strategic plans from 75 American research universities from the membership of the Association of Research Libraries and the Association of American Universities. Academic librarians were found to be re-establishing claims to existing jurisdictions while also making new claims. They described their roles in 4 ways: Supporting, Collaborating, Competing, and Leading. These relationships demonstrate attempts to demonstrate centrality to the campus by strengthening institutional prestige and quality by strengthening the library itself, by contributing to the academic activities of faculty and students through supportive and collaborative activities, and by leading change in academia by leading changes in the system of scholarly communication. They also exhibited entrepreneurial behaviors by seeking to connecting to external sources of income, particularly through grant-seeking and private fundraising. There was also evidence that academic librarians perceived impacts of changes in the sociotechncial environment on their instructional roles, and on the ways they provide and manage scholarly research collections. Finally, there was some evidence of linkages between higher education and information environments, with mass digitization and search as hinge issues and librarian activities in publishing a scholarly communications as avatar activities.
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Al, Hijji Khalfan bin Zahran. "Strategic management and planning practices in academic libraries in Oman." Thesis, University of Sheffield, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.531508.

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Wallace, Rick L. "Planning for the Future: Determining the Effectiveness of Library Services to Medical Residents in an Academic Medical Center." Digital Commons @ East Tennessee State University, 2006. https://dc.etsu.edu/etsu-works/8784.

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Clemens, Nobuhle. "Pelican Bomb: Planning for Growth (An Internship Academic Report)." ScholarWorks@UNO, 2015. http://scholarworks.uno.edu/aa_rpts/191.

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This report documents my experience as a graduate arts administration intern at Pelican Bomb, a New Orleans contemporary visual art nonprofit. The internship was completed over the course of seven (7) months from January to July 2015. Starting with an overview of the organizational structure, mission, and programming, this report analyzes the organization’s strengths, weaknesses, opportunities, and threats. The report concludes with best practices and recommendations with a focus on board development, strategic planning, staff retention, and membership. The insights provided in this report are designed to enhance Pelican Bomb’s operations as it prepares for organizational growth.
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Pupelienė, Janina. "Strategic directions for the development of academic libraries in the knowledge society." Doctoral thesis, Lithuanian Academic Libraries Network (LABT), 2007. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2007~D_20071228_121731-20301.

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Because knowledge and information are becoming the vital resources, appropriate organization and management of them is considered to be the guaranty of the welfare of every state, organization and individual. There could be recognized the stronger attention to institutions that are traditionally related to knowledge and information. Because of the growing strategic importance of information and communication technologies in modern organisations, academic libraries remain a significant unit in the institutions of higher education. The theoretical outline of the importance of academic library strategy in the knowledge society in this dissertation is disclosed by exposing the concept of these libraries as organisations, introducing the concept of the evolution of strategy of these libraries, and evaluating changes taking place in the world’s academic libraries. The dissertation introduces a theoretical model of the strategic directions of the academic library developed in the dissertation. This model is proposed by the author of the dissertation as a possible one for the development of academic libraries in Lithuania. The analysis of the possibilities of implementing the designed model in Lithuanian academic library performance accomplished in the dissertation highlights possible obstacles to the modernization of these libraries and the most important and influential circumstances for implementing the model in Lithuanian academic libraries. Analysis of scientific literature, the... [to full text]
Tinkamas žinių ir informacijos organizavimas bei valdymas šiandieninėje žinių ekonomikos visuomenėje pripažįstama kaip pagrindinis valstybės, organizacijos ir kiekvieno individo klestėjimo bei gerovės garantas. Aukštojo mokslo institucijos biblioteka (disertacijoje – akademinė biblioteka) žinių ekonomikos visuomenėje išlieka viena iš svarbiausių grandžių informacinio aprūpinimo infrastruktūroje. Pažymėtinas išskirtinis akademinės bibliotekos vaidmuo universitetinių žinių kūrimo ir ypač sklaidos procesuose. Visa tai skatina suformuluoti akademinių bibliotekų vystymosi kryptis įvertinant šias bibliotekas vadybiniu požiūriu. Ginamoje disertacijoje ištirtas akademinių bibliotekų vaidmuo žinių visuomenėje, šių bibliotekų kaip organizacijų samprata bei ypatybės, analizuojama šių bibliotekų strateginio valdymo patirtis. Pažangiausių pasaulio akademinių bibliotekų vystymosi tendencijų kontekste suformuluotos pagrindinės šių bibliotekų vystymosi strateginės kryptys, sukurtas akademinės bibliotekos vystymosi strateginių krypčių žinių visuomenėje teorinis modelis ir ištirtos šio modelio įgyvendinimo Lietuvos akademinėse bibliotekose galimybės. Modelio įgyvendinimo Lietuvos akademinėse bibliotekose galimybių tyrimas išryškino potencialias kliūtis, modernizuojant šias bibliotekas, ir svarbiausias aplinkybes, galinčias turėti įtakos tokio modelio įgyvendinimui. Apibendrinus teorinę ir empirinio tyrimo medžiagą suformuluotos išvados ir rekomendacijos. Teorinė akademinių bibliotekų... [toliau žr. visą tekstą]
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Feiertag, Jason P. "An analysis of the relationships between end-user support and information technology strategic planning at Pennsylvania community colleges." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2001. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 2001.
Source: Masters Abstracts International, Volume: 45-06, page: 2921. Typescript. Abstract precedes thesis as preliminary leaves [1-2]. Includes bibliographical references (leaves 95-97).
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Books on the topic "Academic library strategic planning"

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Strategic planning in college libraries. [Chicago]: College Library Information Packet Committee, College Libraries Section, Association of College and Research Libraries, 2011.

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Gardner, Jeffrey J. Strategic plans in ARL libraries. Washington, D.C: Systems and Procedures Exchange Center, Office of Management Services, Association of Research Libraries, 1989.

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Gardner, Jeffrey J. Strategic plans in ARL libraries. Washington, D.C: Systems and Procedures Exchange Center, Office of Management Services, Association of Research Libraries, 1989.

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Standing Conference of African National and University Librarians--Eastern, Central & Southern. Standing Conference of African National and University Librarians--Eastern, Central & Southern (SCANUL-ECS): Blantyre, Malawi, 22-23 July 1994 : proceedings. Zomba [Malawi]: The Conference, 1994.

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1924-, Weber David C., and Metcalf Keyes DeWitt 1889-, eds. Planning academic and research library buildings. 2nd ed. Chicago: American Library Association, 1986.

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1924-, Weber David C., ed. Planning academic and research library buildings. 3rd ed. Chicago: American Library Association, 1999.

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University library building planning. Metuchen, N.J: Scarecrow Press, 1990.

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Library, Chester Beatty. Strategic plan, 1995-2000. [Dublin?]: Chester Beatty Library, 1995.

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Nolan, Timothy M. Applied strategic planning in a library setting. San Diego Calif: University Associates, 1987.

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Strategic planning and management for library managers. Westport, Conn: Libraries Unlimited, 2005.

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Book chapters on the topic "Academic library strategic planning"

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Wu, Bin. "Performance Planning." In China Academic Library, 161–84. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8225-3_5.

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Kavanagh, Brian D. "Approaching Strategic Planning." In Career Development in Academic Radiation Oncology, 373–78. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-71855-8_27.

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Faludi, Andreas, and Arnold Van Der Valk. "Context and Roots of Strategic Planning." In The GeoJournal Library, 26–44. Dordrecht: Springer Netherlands, 1994. http://dx.doi.org/10.1007/978-94-017-2927-7_2.

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Robbins, Robert C., Diana Carmichael, and David O’Brien. "How to Engage in Departmental Strategic Planning." In The Academic Medicine Handbook, 331–35. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4614-5693-3_41.

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Carmichael, Diana L., and David O’Brien. "How to Engage in Departmental Strategic Planning." In Roberts Academic Medicine Handbook, 421–26. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-31957-1_46.

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Hahn, Bernhard M., Sebastian Kofalk, Jean-luc De Kok, Jürgen Berlekamp, and Mariele Evers. "Elbe DSS: A Planning Support System for Strategic River Basin Planning." In The GeoJournal Library, 113–36. Dordrecht: Springer Netherlands, 2009. http://dx.doi.org/10.1007/978-1-4020-8952-7_6.

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Rode, Philipp. "Strategic Planning for London: Integrating City Design and Urban Transportation." In cSUR-UT Series: Library for Sustainable Urban Regeneration, 195–222. Tokyo: Springer Japan, 2011. http://dx.doi.org/10.1007/978-4-431-99267-7_9.

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Tuchman, Gaye. "Accountability Regimes in Flagship Universities: How Strategic Planning Encourages Academic Capitalism." In Higher Education Dynamics, 193–211. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-21512-9_10.

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Houpt, Jeffrey L., Roderick W. Gilkey, and Susan H. Ehringhaus. "Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization." In Learning to Lead in the Academic Medical Center, 145–46. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-21260-9_16.

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Houpt, Jeffrey L., Roderick W. Gilkey, and Susan H. Ehringhaus. "Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization." In Learning to Lead in the Academic Medical Center, 165–69. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-21260-9_25.

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Conference papers on the topic "Academic library strategic planning"

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Pascual, Laura, John Abresch, and Anna Seiffert. "Communicating Collections: Strategies for Informing Library Stakeholders of Collections, Budget, & Management Decisions." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317142.

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A challenging aspect of the collection management process is effectively communicating with stakeholders about library resources. Communication can range from obtaining patron feedback integral in collection planning to effective messaging elaborating on collection budgets and cancellation decisions. It has also become increasingly necessary to explain the various acquisition models that affect the landscape of library content and use of electronic resources. In this paper, the University of South Florida will present the results of a survey of the approaches used in academic library websites to communicate collection policies along with related considerations, statistics and data, justifications, and factors affecting selection practices. Information about the important elements used to construct a dialog with faculty and administration in order to demonstrate the costs and value of library resources to those in the academic community is included. A case study demonstrating the practical implementation of these communication principles at the Arthur Lakes Library at the Colorado School of Mines will be discussed. The study will show how the Library was able to break free from a cycle of collection stagnation, which was perpetuated by a lack of effective communication. The result was that the Library was able to tell a story with data in order to communicate a message, as well as strengthen their partnerships with faculty regarding collection management.
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Kumar, Arun. "Provisions and Effectiveness of Continued Staff Development Programmes for Professionals in University Libraries in East India." In InSITE 2009: Informing Science + IT Education Conference. Informing Science Institute, 2009. http://dx.doi.org/10.28945/3364.

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One of the greatest challenges that academic and research libraries face today is to prepare the staff working in these organizations for the future. Preparation of library staff requires serious attention to the human resource programmes in libraries and consideration of the development needs and interests of staff at all levels, from at the top the University Librarian to the lowest level the Library Attendant. Human resource planning requires a strategic approach, which focuses on both the immediate issues and considers future needs. Library Managers and the Library Authority need to be adept at identifying the human resources issues in their organizations; able to design and implement development programmes, policies and procedures, to address these issues in a timely and meaningful way; and willing to commit the necessary resources to support the full development of all library staff.
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Andersen, Patricia, and Christine Baker. "Using the LibQUAL+ Survey to Inform Strategic Planning." In Library Assessment Conference—Building Effective, Sustainable, Practical Assessment. Association of Research Libraries, 2019. http://dx.doi.org/10.29242/lac.2018.26.

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Wiseman, Christine. "A Practical Approach to Digital Preservation Planning at a Mid-Sized Academic Library." In IFLA World Library and Information Congress. Atlanta University Center Robert W. Woodruff Library, 2016. http://dx.doi.org/10.22595/libpubs.00014.

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Fahmy, Syahrul, Abdul Razak Hamdan, and Aziz Deraman. "IT in Education Organization: A Strategic Planning Approach." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2474.

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Information Technology (IT) has significant impacts to modern organizations especially in assisting daily operations and meeting business targets. Main contributions of IT to organizations are increased efficiency, effectiveness and competitiveness. Non-profit organizations can also benefit as much as for-profit organizations from IT. Education Organizations (EOs) for example, would benefit in terms of effective management of assets, improved communication channels, management of education system changes and systematic dissemination of academic materials. This paper proposes an IT Strategic Planning (ITSP) framework for EOs in order to plan and manage IT-related resources. The framework comprises of five phases namely Strategic Direction, Analysis, Strategy, Implementation and Evaluation. End result of this process would be the ITSP Manual, a detailed documentation of the organization’s strategic direction, its environment and specific action plans to achieve business targets. This manual can be used in policy and decision-making activities.
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Lutsenko, Eugeny, and Valerii Loiko. "Leading Strategic Planning and Management of a Holding Based on Informational and Cognitive Technologies." In 6th International Conference on Social, economic, and academic leadership (ICSEAL-6-2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200526.045.

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de Fatima Gusmao, Umbelina, and Djoko Budiyanto Setyohadi. "Strategic planning for the information development of IPDC (Instituto Profissional De Canossa) library using TOGAF method." In 2017 5th International Conference on Cyber and IT Service Management (CITSM). IEEE, 2017. http://dx.doi.org/10.1109/citsm.2017.8089289.

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Kendall, Susan K., Ramune K. Kubilius, Sarah McClung, Jean Gudenas, and Rena Lubker. "Down the Rabbit Hole We Go Again (the 19th Health Sciences Lively Lunchtime Discussion)." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317161.

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This year’s sponsored, no holds barred health sciences lively lunchtime gathering was open to all. It began with greetings from luncheon sponsor, Rittenhouse. The moderator, Rena Lubker, introduced the session and provided introductory remarks about this year’s three presentations: a commentary on issues that keep us up at night; a report on considerations to make when leaving big deal licenses and entering into new, OA friendly arrangements; and more discussion about the impact of expansions on libraries of academic medical affiliation. All three topics provided fodder for lively discussion at the end. Ramune Kubilius provided her brief annual update on health sciences publishing world developments. Are there trends or commonalities in the issues that concern health sciences collection managers across institutions? Susan Kendall, editor of a recent book on 21st century collection management shared her thoughts on what keeps health sciences collection managers on their toes (or up at night). Audience members were invited to agree or disagree with her list. The ever-changing academic library and affiliated hospital relationship landscape was again explored at the Charleston health sciences-themed gathering. Jean Gudenas examined the effects of hospital mergers and acquisitions on academic libraries. She discussed the challenges with negotiating licensing changes quickly, the commitment to communication, and other matters essential to ensuring access to resources for the new affiliates. What goes into planning, preparing and actively shifting towards a more open access friendly landscape? How do consortia make decisions to leave or enter into deals on behalf of a multi-type academic library system? Are the interests of health sciences libraries represented? Sarah McClung shared examples of recent collections decisions made by the University of California libraries and what lessons can be imparted to other libraries, including those licensing in smaller groups or even solo.
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Galbraith, James A., and Stephanie P. Hess. "The Big Deal Is Dead! Long Live The Big Deal!" In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317208.

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In many countries, the proclamation "The king is dead, long live the king" heralds the demise of the old monarch and the accession of a new one. This tradition ensures that the throne never remains empty while facilitating a smooth transition of power. When the "Big Deal" journal subscription model debuted in 1996, few suspected the extent to which academic libraries would come to rely upon it, or that it would become the primary channel by which academic libraries procure academic journal content. As budget cuts take their toll on libraries, the demise of the Big Deal model seems inevitable as the true value of all-inclusive packages becomes less evident. But is it? Collection analysis reveals that many titles included within these Big Deal packages remain unused or underutilized, significantly decreasing the overall value of serial subscription packages. SPARC's Big Deal Cancellation Tracker shows an increasing number of libraries and consortia forgoing this model in favor of regaining local control over their collections and budgets. Binghamton University Libraries is no exception. Recent curriculum changes and financial developments have prompted us to adopt an ongoing evaluation of our users' information needs and proactively negotiate and cancel deals in order to better serve our constituents. This session described our fact finding, workflow modifications, and data analysis processes as well as the outcomes of our adventures in pursuing and planning for the cancellation of Big Deal agreements based on local collection development priorities and serials budget realities.
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Weiland, Steven, and Matthew Ismail. "Professional Learning and Inbetween Publishing: The Tasks of the Charleston Briefings." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317202.

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Should the book and the journal article remain the primary forms of scholarly production in the digital age? That is a question asked by publishing scholar Kathleen Fitzpatrick. She proposes a role for “inbetween” work. Indeed, there is a history of “grey literature” in many fields and of the short book. And academic publishers are experimenting with the form. In this context, an explanation of the rationale for and origins of the Charleston Briefings illustrates the possibilities for experimenting with inbetween publishing featuring subjects of interest to librarians and professionals in allied fields. There follows an account of the genesis, planning, and composition of a forthcoming Briefing on the scholarly workflow. While the length of the Briefings may appear to be its defining element, how it manages its scholarly and educational tasks is the key to meeting its goals and the needs of readers. In this case “inbetweenness” can be an advantage for representing the subject’s timeliness and utility while managing the rapidly growing literature on its different dimensions, including what the digital evolution of the scholarly workflow means for library services.
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