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Journal articles on the topic 'Academic library strategic planning'
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1
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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Dabbour, Katherine. "Strategic Planning for Academic Libraries: A Step-by-Step Guide." Cataloging & Classification Quarterly 58, no. 2 (January 30, 2020): 183–84. http://dx.doi.org/10.1080/01639374.2020.1714826.
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Witt, Steven W., Laurie Kutner, and Liz Cooper. "Mapping Academic Library Contributions to Campus Internationalization." College & Research Libraries 76, no. 5 (July 1, 2015): 587–608. http://dx.doi.org/10.5860/crl.76.5.587.
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This study surveyed academic libraries across the United States to establish baseline data on their contributions to campus internationalization. Supplementing data from the American Council on Education (ACE) on internationalization of higher education, this research measured the level of international activities taking place in academic libraries and their role in campus internationalization efforts. The results of this study indicated that responding libraries contribute broadly to campus internationalizing efforts yet trail campuses in strategic planning and organizational support. Based on analysis of the results in comparison with ACE data, the authors provide suggestions for further library initiatives and research that focuses on international and global learning activities.
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Warwick, Jon, and Gary Bell. "Academic libraries as learning organisations." Library and Information Research 33, no. 103 (May 22, 2009): 16–31. http://dx.doi.org/10.29173/lirg94.
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This paper highlights some of the deficiencies with Higher Education (HE) planning paradigms and then describes the Holon Framework as an HE planning approach that overcomes some of the deficiencies. The paper outlines some key features from the literature of organisational learning and explores how the Holon Framework facilitates both single and double-loop organisational learning. The paper then describes how the Holon Framework can be used as a strategic and operational planning tool with academic libraries and how the more conventional library operational research models can be included in a structured double loop learning process.
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Hayes, Sheila. "Strategic Planning for Academic Libraries: A Step-By-Step Guide." Journal of Hospital Librarianship 21, no. 2 (April 3, 2021): 202–3. http://dx.doi.org/10.1080/15323269.2021.1899790.
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Bakewell, Ken. "STRATEGIC PLANNING FOR ACADEMIC LIBRARIES: CPI LIBRARY AND POLICY SEMINAR, 30 OCTOBER 1991." Library Management 13, no. 1 (January 1992): 27–28. http://dx.doi.org/10.1108/01435129210009887.
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Pressley, Lauren. "Strategic planning for academic libraries: a step-by-step guide." Technical Services Quarterly 37, no. 1 (December 12, 2019): 95–96. http://dx.doi.org/10.1080/07317131.2019.1691782.
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McGee, Rob. "Information technology (IT) strategic planning for libraries." Library Management 27, no. 6/7 (July 1, 2006): 470–85. http://dx.doi.org/10.1108/01435120610702459.
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PurposeThe purpose of this paper is to describe an approach to information technology (IT) strategic planning for libraries and institutions of higher education.Design/methodology/approachThe “why, what, and how” of IT strategic planning for libraries is explained, to show the efficacy and value of long‐term IT planning and budgeting. The organization, design, processes, templates, and methodologies of IT strategic planning practices that have been proven and constantly refined through projects with academic, public, and national libraries are described.FindingsPrinciples described for IT strategic planning as a team‐based enterprise learning process apply as well to the design and conduct of major IT procurements, where the organization also seeks best value IT outcomes for the long term. The approach is scalable with respect to the human resources and time required (e.g. three months, six months); the design and steps of the process; the methodologies employed; and the number, design, format, components, and contents of internal working documents and the published report(s).Originality/valueIT strategic planning educates the institution about choices and consequences, decides on technology priorities and investments, makes informed decisions with confidence, and delivers consensus‐based outcomes and stakeholders' buy‐in.
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Cain, Linda J. "University Libraries and Academic Strategic Planning at the University of Cincinnati." Journal of Library Administration 13, no. 3-4 (March 15, 1991): 167–79. http://dx.doi.org/10.1300/j111v13n03_13.
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Vinopal, Jennifer. "Project Portfolio Management for Academic Libraries: A Gentle Introduction." College & Research Libraries 73, no. 4 (July 1, 2012): 379–89. http://dx.doi.org/10.5860/crl-277.
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In highly dynamic, service-oriented environments like academic libraries, much staff time is spent on initiatives to implement new products and services to meet users’ evolving needs. Yet even in an environment where a sound project management process is applied, if we’re not properly planning, managing, and controlling the organization’s work in the aggregate, we will have difficulty achieving our strategic goals. Project portfolio management provides a way to ensure that this project work supports the organization’s strategic vision, the active projects represent the highest priorities of the organization, and there are enough resources to accomplish all the project work at hand.
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Springmier, Kaitlin, Elizabeth Edwards, and Michelle B. Bass. "Sharing Success: A Review of Strategic Planning, Annual Reports, and Publicly Available Information from Academic Libraries." Evidence Based Library and Information Practice 13, no. 2 (June 5, 2018): 70–82. http://dx.doi.org/10.18438/eblip29316.
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Objective – This paper reports on a study which explored web-based information sharing practices in North American academic libraries. This study specifically focused on how selected academic libraries use data, reports, and other strategic planning documents to communicate success and demonstrate impact to stakeholders, administrators, and peers.
Methods – An environmental scan was conducted to explore the assessment programs and communication practices of 97 North American academic libraries. The population for this study was identified on the basis of several metrics: consortial membership, Association of Research Libraries (ARL) ranking on various criteria, and institutional attendance at the 2014 and 2016 Library Assessment Conferences (LAC). Researchers conducted content analyses on the websites of the 97 libraries to identify measures of institutional support for assessment and to explore the range, depth, and quality of data made available. These iterative analyses were supported by the use of a rubric developed based on emergent criteria observed during multiple phases of review.
Results – Of the libraries reviewed, 57% made some form of data available to the public. The most robust and effective use of data observed in this study involved the use of data to tell stories about the library and its impact. While this study found a positive correlation between libraries with clear investments in assessment and their use of data in public documents, it found that other factors such as an institution’s consortial memberships or funding model may more strongly influence a library’s decision to make data available.
Conclusions – While observations gleaned from this study may serve as a benchmark for evaluating communication practices in academic libraries, further research is necessary to understand how factors within an academic library, its parent institution, or the profession at large may contribute to this decision making process.
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Kamada, Hitoshi. "East Asian Collections and Organizational Transformation in Academic Libraries." College & Research Libraries 63, no. 2 (March 1, 2002): 125–37. http://dx.doi.org/10.5860/crl.63.2.125.
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Special aspects of East Asian collections, induced by constraints in handling vernacular-language information from East Asia, have distanced those collections from mainstream academic library administration. Mean-while, substantial organizational transformation is changing the landscape of academic library management. Quality management, staffing changes, a desire for demonstrated efficiency and effectiveness, and strategic planning are some of the major forces of organizational change in academic libraries now having an effect on East Asian collections. This article explores how organizational changes affect East Asian collections, entities often marginalized in this era of transformation, and how East Asian collections should respond to the changes.
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Scott, Mark C., and Brad Vogus. "Through the eyes of an academic library: understanding the significance of the strategic planning process." Public Services Quarterly 17, no. 1 (January 2, 2021): 40–45. http://dx.doi.org/10.1080/15228959.2020.1859430.
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Toner, Lisa Jane. "Non-use of Library Services by Students in a UK Academic Library." Evidence Based Library and Information Practice 3, no. 2 (June 17, 2008): 18. http://dx.doi.org/10.18438/b8hs57.
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Objective – This study examined low or non-use of the library at St. Martin’s College, UK and determined the possible reasons for this. Additionally, this study investigated the other sources of information non-users were accessing. The results were then fed into the library’s future strategic planning cycle.
Methods – Using data from the TALIS management system, a postal survey was distributed to students who registered as low or non-users. Non-users were considered a hard-to-reach target group, and a further classroom-based survey was administered.
Results – The findings showed that students in part-time and distance learning courses were the largest group of non-users. Other factors influencing non-use included the purchase of books, use of the Internet, and a lack of awareness of services available.
Conclusions – The library service needs to target non-traditional student groups, particularly those taught off-campus, with innovative induction techniques. This survey highlighted the need to embed information skills teaching into the curriculum and a recent restructure of the department has enabled this to happen with a more focused approach to academic liaisonship.
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Perryman, Carol L. "AAU Library Directors Prefer Collaborative Decision Making with Senior Administrative Team Members." Evidence Based Library and Information Practice 12, no. 2 (June 29, 2017): 181. http://dx.doi.org/10.18438/b8ss97.
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A Review of:
Meier, J. J. (2016). The future of academic libraries: Conversations with today’s leaders about tomorrow. Portal: Libraries and the Academy, 16(2), 263-288. Retrieved from http://muse.jhu.edu/article/613842
Abstract
Objective – To understand academic library leaders’ decision making methods, priorities, and support of succession planning, as well as to understand the nature, extent, and drivers of organizational change.
Design – Survey and interview.
Setting – Academic libraries with membership in the Association of American Universities (AAU) in the United States of America and Canada.
Subjects – 62 top administrators of AAU academic libraries.
Methods – Content analysis performed to identify most frequent responses. An initial survey written to align with the Association of Research Libraries (ARL) 2014-2015 salary survey was distributed prior to or during structured in-person interviews to gather information about gender, race/ethnicity, age, time since terminal degree, time in position, temporary or permanent status, and current job title. 7-question interview guides asked about decision processes, strategic goals, perceived impacts of strategic plan and vision, planned changes within the next 3-5 years, use of mentors for organizational change, and succession planning activities. Transcripts were analyzed to identify themes, beginning with a preliminary set of codes that were expanded during analysis to provide clarification.
Main results – 44 top academic library administrators of the 62 contacted (71% response rate) responded to the survey and interview. Compared to the 2010 ARL Survey, respondents were slightly more likely to be female (55%; ARL: 58%) and non-white (5%; ARL: 11%). Approximately 66% of both were aged 60 and older, while slightly fewer were 50-59 (27% compared to 31% for ARL), and almost none were aged 40-49 compared to 7% for the ARL survey. Years of experience averaged 33, slightly less than the reported ARL average of 35. Requested on the survey, but not reported, were time since terminal degree and in position, temporary or permanent status, and current job title.
Hypothesis 1, that most library leaders base decisions on budget concerns rather than upon library and external administration strategic planning, was refuted. Hypothesis 2, that changes to the academic structure are incremental rather than global (e.g., alterations to job titles and responsibilities), was supported by responses. Major organizational changes in the next three to five years were predicted, led by role changes, addition of new positions, and unit consolidation. Most participants agreed that while there are sufficient personnel to replace top level library administrators, there will be a crisis for mid-level positions as retirements occur. A priority focus emerging from interview responses was preparing for next-generation administrators. There was disagreement among respondents about whether a crisis exists in the availability of new leaders to replace those who are retiring.
Conclusion – Decisions are primarily made in collaboration with senior leadership teams, and based on strategic planning and goals as well as university strategic plans in order to effect incremental change as opposed to wholesale structural change.
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Hall-Ellis, Sylvia D., and Deborah S. Grealy. "The Dreyfus Model of Skill Acquisition: A Career Development Framework for Succession Planning and Management in Academic Libraries." College & Research Libraries 74, no. 6 (November 1, 2013): 587–603. http://dx.doi.org/10.5860/crl12-349.
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Succession planning and management are critical parts of strategic planning for libraries in the twenty-first century. Making certain that the right people are in place with the prerequisite training and experience to assume leadership positions is a vital part of strategic planning and talent management in libraries that rely on teams of people working in flatter structures and greater accountability. The Dreyfus Model of Skill Acquisition framework suggests that mentoring, coaching, and professional development empower staff for movement up organizational career ladders as part of succession planning and management. To maximize human capital, administrators need to determine skill development levels among staff so that they can identify skill “gaps” internally, create new career ladders, identify emerging stars, and enhance evidence of values for staff contributions.
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Harris, Sasekea Yoneka. "SWOT analysis of Jamaican academic libraries in higher education." Library Management 39, no. 3/4 (June 11, 2018): 246–78. http://dx.doi.org/10.1108/lm-07-2017-0068.
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Purpose Academic libraries do not operate in a vacuum; they must co-exist with change and competition on all levels. In order to succeed, they must know their internal strengths in order to take advantage of opportunities, whilst avoiding threats and addressing weaknesses. A SWOT analysis of Jamaican academic libraries can yield strategic insights for academic library praxis in Jamaica, the Caribbean, and the globe. The paper aims to discuss these issues. Design/methodology/approach Survey and discussion group were engaged for the five local academic libraries in higher education in Jamaica. Findings Human resources and support are the most recurrent themes in the reported strengths, weaknesses, opportunities and threats. Research limitations/implications This paper focused on local academic libraries in higher education (university level) in Jamaica. A survey of academic libraries at all levels, and using more detailed strategic analytical tools, would be a useful follow up. Practical implications This paper provides academic library managers and the national/regional library associations with a situational analysis of Jamaican academic librarianship, which can be used to inform future planning and management of library and information services. Additionally, the findings can inform the Latin America and Caribbean section of international library documents on trends, issues and future position of academic libraries globally. Originality/value This paper is of value as it is the first published scholarly documentation on the strengths, weaknesses, opportunities and threats in academic librarianship in Jamaica. In this regard, it makes a useful contribution to the dearth of literature on SWOT analyses of academic libraries per country. It may also represent a starting point for looking at solutions and emerging challenges in a Caribbean academic library environment and should help to focus on the need for continuing innovation.
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Dole, Wanda V., Katherine Dabbour, and Katherine Kott. "Dialogic Approaches to Strategic Planning in Academic Libraries: An Appreciative Inquiry Case Study at Oviatt Library." Journal of Library Administration 57, no. 4 (May 16, 2017): 468–80. http://dx.doi.org/10.1080/01930826.2017.1300499.
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Thomson, Kirsty. "Lack of Annual Reports Make it Difficult to Analyze Library Strategic Credibility." Evidence Based Library and Information Practice 6, no. 2 (June 24, 2011): 34. http://dx.doi.org/10.18438/b80k8n.
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Objective – To investigate whether libraries achieve strategic credibility by assessing if strategic planning goals match the achievements described in annual reports.
Design – Content analysis of annual reports and strategic plans from a sample of Association of Research Libraries (ARL).
Setting – Academic libraries in Canada and the United States of America.
Subjects – A random sample of 12 Canadian and 16 American academic libraries. All libraries were members of ARL.
Methods – The researcher contacted the directors of 28 ARL libraries and asked for copies of their strategic plans and annual reports. She also visited the websites of libraries to obtain the reports. The contents of the strategic plans and annual reports were analyzed, and trends in the Canadian and American strategic plans were identified.
Main Results – This study found that only 39% of ARL libraries produce annual reports, making it difficult to assess if libraries have strategic credibility, as their strategic plans cannot be assessed against annual reports. The strategic plans gathered in this study were analyzed and emerging themes were identified. These included physical library space (renovations, expansions or new buildings); offsite storage; assessment (both of the libraries’ services, and of information literacy training); development activities such as fundraising and marketing; and personnel issues. Cultural differences also were found in the strategic plans, with American libraries being more focused on trends such as digitization and institutional repositories, and Canadian libraries’ plans being more focused on users’ needs. Trends in annual reports were not reported due to the small number of annual reports in the sample.
Conclusion – This study gives a snapshot of the trends in strategic plans of ARL members. It shows that many ARL members do not produce an annual report, and that it is therefore difficult to assess if their strategic plans are implemented successfully. The article hypothesizes that the communication of achievements may now be part of development and marketing efforts, rather than traditional annual reports.
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Jones, Louise, and Winky Wong. "More than just a green building." Library Management 37, no. 6/7 (August 8, 2016): 373–84. http://dx.doi.org/10.1108/lm-05-2016-0041.
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Purpose The slogan “Go Green” has been embraced by a range of organizations including businesses and universities in recent decades. Within higher education academic libraries, as a key service unit in their parent institution, have an important role to play in supporting this mission. The authors have seen many academic libraries strive to “Go green” by designing a green library, whether a new build or renovation. The paper aims to discuss these issues. Design/methodology/approach This paper discusses how the Chinese University of Hong Kong (CUHK) Library formulates, develops and implements its green strategy and how the strategy has gradually reshaped its services. First, the authors consider how the concept of sustainability has affected services provided by academic libraries, and why green strategies are a practical and feasible approach. The authors then use CUHK Library as a case study, siting the development of its green strategies in the context of, the University’s approach to sustainability and the wider CUHK community, and ultimately the Library’s overall strategic plan. The third section describes how the library implements its green strategies in different areas, from the daily operation of library offices and services offered to users, to the planning of a library extension and broader sustainability initiatives. Issues of evaluation are discussed and the authors conclude the paper with future plans. Findings There are very few academic libraries in the USA that are Leadership in Energy and Environmental Design certified. Originality/value The authors argue that pursuing a green building may not be the strategic focus for many academic libraries. In taking a more holistic approach to sustainability through practical measures, academic libraries need to formulate and develop wider green strategies beyond a green building. “Go Green” impacts not only the attitudes towards the environment but also changes the way academic libraries serve their users and community.
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Wahyuni, Sri. "DESAIN PERENCANAAN MASTER PLAN PADA UPT. PERPUSTAKAAN UNIVERSITAS SERAMBI MEKKAH ACEH." Alfuad: Jurnal Sosial Keagamaan 4, no. 2 (December 15, 2020): 53. http://dx.doi.org/10.31958/jsk.v4i2.1491.
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The library of Serambi-Mekkah University is one of the main libraries at the Aceh College which serves all academic communities. In facilitating library service activities, it is necessary to use good information technology with strategic planning as outlined in a Master Plan in a form. Preparing the Master Plan aims to provide long-term guidelines to be aligned by aspects of the library field and provide tangible benefits to the library in achieving its vision and mision from the design of information system. The research method used in developing information systems at the Serambi Mekkah University Library Aceh uses needs analysis and designing library software. The library of Serambi-Mekkah University Aceh uses a diagram model (use case) which is a complete description of the interactions between actors with designing and creating information systems.
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Clark, Sarah. "Book Review: Successful Campus Outreach for Academic Libraries: Building Community through Collaboration." Reference & User Services Quarterly 59, no. 1 (December 11, 2019): 79. http://dx.doi.org/10.5860/rusq.59.1.7232.
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Outreach is an increasingly important responsibility for academic libraries, fulfilling the library’s own mission and supporting the wider institution’s goals around retention and student success. Unfortunately, it can be challenging to connect outreach initiatives to desired outcomes. Into this knowledge gap step Peggy Keeran and Carrie Forbes, who have edited a collection of outreach initiatives and strategies organized around four key elements of a successful outreach program: strategic vision and planning, program development and implementation, community outreach, and expanding outreach audiences. Individual chapter authors come from large and small universities in both public and private contexts, and present library outreach initiatives from the United States, Canada, and Indonesia.
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Mendelsson, Dalia, Edith Falk, and Amalya L. Oliver. "The Albert Einstein archives digitization project: opening hidden treasures." Library Hi Tech 32, no. 2 (June 10, 2014): 318–35. http://dx.doi.org/10.1108/lht-07-2013-0084.
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Purpose – The purpose of this paper is to present the organizational and technological processes and strategic choices that led to the successful digitization project of the Albert Einstein Archives. Design/methodology/approach – This is a case study of the major challenges that were associated with the project. These include: the integration of the archives in the academic environment; the management of a project of such magnitude within the university organization and between different stakeholders and the technological aspects of the project and user experience. Findings – A digitization project requires not only the archival staff expertise but also information specialists, IT staff, analysts and usually the digitization staff for processing the archival material. Finding the common language between all the professionals involved as well as building a good strategic plan are the keys to a successful project. Research limitations/implications – The planning and implementation of such a project requires a significant budget, manpower project management, hardware, software and intra- and inter-organizational cooperation and coordination. Originality/value – The phenomenon of digitizing unique and exclusive archival data by universities is becoming an innovative contribution of hidden goods to the public at large. This paper offers strategic insights for the planning of similar digitizing projects, particularly in an academic environment.
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Harrington, Marni R., and Ania Dymarz. "Consultants in Academic Libraries: Challenging, Renewing, and Extending the Dialogue." Canadian Journal of Academic Librarianship 3 (October 12, 2017): 1–28. http://dx.doi.org/10.33137/cjal-rcbu.v3.28203.
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There is a trend in academic libraries to hire consultants for internal crises, change management projects, strategic planning processes, outcomes assessment, evidence-based decision making, information literacy instruction, and more. Although we hear informally about the use of consultants in academic libraries, the practice has gone unexamined. We employ a historical and linguistic analysis of consultants in academic libraries, using a critical framework for this research. A critical perspective provides a structure to discuss issues that librarians may not have been able to previously fit into library practice dialogue. A chronological history of consulting in libraries acts as our literature review. This review, along with a targeted examination of library and information science resources, is used to guide two lines of linguistic analysis. The first provides a critique of the core tenets used to define and characterize library consultants, namely, the claim that consultants are unbiased professionals who bring “expertise” and “fresh” ideas to libraries. The second analysis investigates the rhetorical strategies used in existing texts: polarizing language, straw man reasoning, and figurative and indirect language. The discussion section unpacks these linguistic strategies, reflects on what is missing from the texts, and considers how knowledge and power are exerted through language, making connections to the broader context of neoliberalism.
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White, Gary W. "Collaborative collection building of electronic resources: a business faculty/librarian partnership." Collection Building 23, no. 4 (December 1, 2004): 177–81. http://dx.doi.org/10.1108/01604950410564500.
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The Business Library and The College of Business Administration at The Pennsylvania State University have formed a strategic partnership to analyze, evaluate, make selection decisions, and provide funding for electronic resources. This paper describes the background and rationale for the formation of this partnership and describes the issues and procedures that are followed to collaboratively build electronic collections to support business research. Benefits of this partnership include greater access to electronic resources for faculty throughout the University; an improved understanding of the breadth and needs of faculty research in business; and better knowledge of the resources that are used by various faculty, academic departments, and locations throughout the University. The partnership also provides a framework for incorporating electronic resources into the strategic planning process.
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Protzko, Shandra. "Information Literacy Strategy Development: Study Prescribes Strategic Management Framework for Academic Institutions." Evidence Based Library and Information Practice 3, no. 4 (December 3, 2008): 49. http://dx.doi.org/10.18438/b8bw3z.
Full textAbstract:
A Review of:
Corrall, Sheila. "Information Literacy Strategy Development in Higher Education: An Exploratory Study." International Journal of Information Management 28 (2008): 26-37.
Objective – To examine the development of information literacy (IL) strategies in higher education by assessing content and presentation of IL strategy documentation, and to explore the application of corporate strategy concepts and techniques to IL strategy.
Design – Comparative, multi-case study. Qualitative analysis.
Setting – U.K. universities.
Subjects – Twelve information literacy strategy documents from ten institutions.
Methods – Google was searched for IL strategy documents (restricted to the ac.uk domain), the LISINFOLITERACY discussion list was queried, and the Web sites of all U.K. universities were searched for a total sample of 12 documents at 10 institutions. Results of the data capture were discussed in the context of the literature on strategic management.
Main Results – Corporate strategy tools and techniques are extensive in the literature, trending toward an emphasis on holistic thinking and marketing concepts. Many themes identified in the documents were consistent with the literature. While the format and style varied, all documents emphasized the integration of IL into subject curricula. All stressed the need to build collaborative partnerships between library/information staff and academic staff. Significantly, many strategies aimed to reach the broader institution, although poor articulation undermined this ambitious goal. In three, IL intervention was intended for the whole university community. However, the target audience often was not well defined. Seven of the IL strategies identified additional partnerships to effect change at the policy level. Another key theme was the adoption of recognized IL standards; seven proposed the SCONUL (1999) model. All strategies recognized the importance of learning outcomes; six stated them explicitly. Prominent was the integration of e-learning resources, namely online tutorials. Many strategies recognized the need for marketing and advocacy activities. Half considered professional or staff development issues, as supported in the literature. All strategies explained in detail the context of their IL proposals, citing external challenges (growth of digital information, employer demand), external evidence (official reports, benchmarking statements, studies), and internal evidence (stakeholder concerns, institutional strategies) to support the need for IL. The documents specified a range of teaching modes from informal reference desk encounters to strategic positioning in relation to the broader community. Half defined or described IL. Seven documents were labelled strategies, but many did not comply with content elements defined in the literature. Other features of the literature poorly represented in the documents included: the need for well articulated objectives, mission and vision statements, attendance to broader strategic issues, stakeholder analysis, and the prioritizing of IL activities with portfolio development. Only two had action plans. Seven documents were in the public domain.
Conclusion – Information literacy is recognized as an essential competence for participation in higher education, the workplace and society, and information professionals have long promoted IL. In response to the changing information environment they have sought to formalize policies and strategies to embed IL institutionally, working collaboratively with key stakeholders in the process. In this study of strategic documentation from 10 U.K. universities, IL objectives were consistent although the format and style of documentation varied. The author concludes that one or more strategic management models or tools available could improve IL strategy development, consistency, and coherency. Most importantly, an overarching strategic management framework should be used to resolve ambiguity and inconsistency, improve articulation, and maximize the effectiveness of strategy documents, thus avoiding weaknesses identified in the study. As noted by the author, the library literature has progressed to include strategic management concepts evidenced, in part, by the number of libraries using Kaplan and Norton’s scorecard system. But improvements can be made: conforming to strategic planning norms could strengthen IL strategy. Elements of models from the public or private sectors might be tailored to meet the specific needs of IL strategies. Further research could identify suitable strategy models for IL development. The process of implementing IL strategy should also be considered in future research. The author notes it would be interesting to explore the relationship between IL strategies and other organizational strategies and to compare IL strategies in other sectors.
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Ka Wai Wong, Gabrielle. "Using strategic assessment to demonstrate impact: a case study at the HKUST learning commons." Library Management 35, no. 6/7 (August 5, 2014): 433–43. http://dx.doi.org/10.1108/lm-10-2013-0100.
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Purpose – The purpose of this paper is to describe how the Hong Kong University of Science and Technology (HKUST) Library collected a rich set of assessment data for its Learning Commons (LC), and how it analyzed, summarized and presented the data to drive improvement as well as to demonstrate impact. Design/methodology/approach – The assessment targeted at exploring users’ perception of and experience in using the LCs. It employed multiple channels to collect data. It comprised of three student focus groups, and two questionnaire surveys for students and service partners, respectively. They were planned strategically, with clear objectives and a phase-by-phase design, so that the instruments can be fine-tuned based on the findings and experience of the previous one. Findings – The assessment collected a good amount of qualitative and quantitative data. It showed that the LCs had become a very important part of students’ campus life. Students’ experience reported through the focus groups and survey helped the Library to make a number of improvement in services and facilities. The result was tactfully presented to senior university administrators as a proof of the Library's impact. Practical implications – The case study showed how an assessment, when strategically planned, can generate findings that help libraries to demonstrate their capability and impact on students’ academic life. The methods applied in this case study can also be used by other functional areas. Originality/value – The assessment went beyond quantitative measures, it tapped into students’ experience. The paper illustrates how HKUST Library analyzed and presented the data to achieve results and changes. Other libraries may find this process helpful for future assessment planning.
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Yamson, George Clifford, Antonia B. Appiah, and Marian Tsegah. "Electronic vs. Print Resources: A Survey of Perception, Usage and Preferences Among Central University Undergraduate Students." European Scientific Journal, ESJ 14, no. 7 (March 31, 2018): 291. http://dx.doi.org/10.19044/esj.2018.v14n7p291.
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The study adopted a cross-sectional survey approach to examine the perception, usage and preferences of electronic and print resources among University Students. The study sought to determine the knowledge of students on electronic library resources, their value for electronic and print resources, ascertain the perceived usefulness, perceived ease of use, and intended use these resources. Results from the study indicated that majority 134(57.0%) of the respondents always preferred print resources format for their academic work while 101(43%) occasionally preferred the electronic resource format for academic work. The findings of the study are critical to the implementation of policies and procedures geared toward sensitizing students, faculty and other stakeholders to the benefits of increasing students’ knowledge and use of electronic library resources. The study is envisaged to aid in strategic planning and investments pertaining to these resources and provide recommendations to improve knowledge and use of these resources within university.
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Acadia, Spencer. "Books Be Gone! Reducing an Academic Library's Print Collection by Half to Meet Strategic Planning Initiatives and Participate in a Joint Library Resource-Sharing Facility." Journal of Library Administration 56, no. 2 (December 11, 2015): 144–57. http://dx.doi.org/10.1080/01930826.2015.1105668.
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Zaugg, Holt, and Scott Rackham. "Identification and development of patron personas for an academic library." Performance Measurement and Metrics 17, no. 2 (July 11, 2016): 124–33. http://dx.doi.org/10.1108/pmm-04-2016-0011.
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Purpose – Ranganathan’s Laws of Library Science and continued refinements place identification of patron’s needs and connection of those needs to library services of primary importance in libraries. Identifying and developing personas or user group descriptions helps to identify the unique nature of library patrons. Personas help librarians identify or create specific services for each patron persona. Understanding each library persona allows the library faculty and staff to prepare and to plan service delivery. The purpose of this paper is to develop personas for undergraduate students followed by the identification and development of personas for graduate students and faculty. Design/methodology/approach – The identification and development of undergraduate patron personas engaged communications students, as part of their course work, to use a review of previous studies to develop theories of library patron personas. Each of the three groups within the communications class verified their initial persona theories using surveys, focus groups, interviews, observations and ethnographic methods. All personas from each group was further developed and refined into a final list and description of ten library personas. A principal components analysis helped to provide interconnections between the personas and estimate the percent of patrons each persona comprised. Findings – The study identified ten personas (user groups) who use a wide variety of library services. Descriptions of personas enabled library faculty and staff to identify personas accessing their services, to further develop and refine current services and to create new services to meet the needs of patrons. A principle components analysis further facilitated the understanding of interrelations between the personas based on persona use of library services. Personas that had common needs or use patterns were grouped together to further understanding of patrons use patterns and needs. While an attempt was made to determine the percent of total patrons each persona was, evidence was found that indicated the fluid nature of personas in regards to library services. That is, as the patron needs shifted, so did their persona. Patrons moved from one persona to another to meet their shifting needs as the academic semester proceeded. Practical implications – Personas have several practical implications for librarians. First, they enable librarians to reflect on provided services in terms of personas. This reflection enables library services to be refined to meet patron needs. Second, the interconnection between personas enables librarians to market other services. As a patron uses one service, librarians can point out related services that may be of interest or help. This is particularly important for new student orientation tours. Finally, matching the personas with other library trends and patterns assists librarians with the development of the library as a space suited to meet the needs of its patrons. Originality/value – While the use of personas is common in communications, marketing and business, their development and use in academic libraries is quite unique. They become quite useful in associating library services to the patrons that use them. Strategic planning also uses personas as services are upgraded and improved or new services are created to meet more persona needs.
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Scoulas, Jung Mi, and Sandra L. De Groote. "University Students’ Changing Library Needs and Use: A Comparison of 2016 and 2018 Student Surveys." Evidence Based Library and Information Practice 15, no. 1 (March 12, 2020): 59–89. http://dx.doi.org/10.18438/eblip29621.
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Abstract
Objective – This study examines differences in university students’ library use and satisfaction (e.g., in-person library visits, online and print resource use, space satisfaction, and library website use) between 2016 and 2018 based on local survey data. It also discusses how these findings provided guidance for future planning and action.
Methods – The academic university library developed the surveys for undergraduate and graduate students and distributed them in Spring 2016 and 2018. Both student surveys focused on examining students’ needs relative to library resources and services, although the 2018 student survey also attempted to quantify students’ library visits and their use of library resources. While the surveys were not identical, the four questions that appeared in both surveys (i.e., library visits, resource use, library space satisfaction, and library website use) were recoded, rescaled, and analyzed to measure the differences in both surveys.
Results – The survey results reveal that students’ library visits and use of library resources in 2018 were higher than in 2016. In particular, undergraduate students’ use of library resources in 2016 were lower than those in 2018, whereas graduate students’ use of library resources remained similar in both years. Another key finding indicates that the mean score of students’ library quiet study space satisfaction in 2018 was higher than in 2016. However, when compared to the 2016 survey, there was a decrease in students’ ease of library website use in the 2018 survey.
Conclusion – Assessing students’ behavior and satisfaction associated with their use of library physical spaces, resources, and services should be conducted on an ongoing basis. Over time, the survey findings can be used as evidence based data to communicate patterns of users’ behavior and satisfaction with various stakeholders, identify areas for improvement or engagement, and demonstrate the library’s impact. Survey results can also inform further strategic and assessment planning.
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Olatokun, Wole, and Tobechukwu Mary-Ann Njideaka. "Knowledge sharing practices among cataloguers in Nigeria's academic libraries." Library Management 41, no. 4/5 (April 14, 2020): 295–309. http://dx.doi.org/10.1108/lm-12-2019-0090.
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PurposeThe imperative role of cataloguing in libraries as the bedrock of information/knowledge organization, the need to manage and retain knowledge for strategic planning and better knowledge management (KM) frameworks, little or no information sharing in cataloguing units in federal university libraries in Nigeria, gave rise to this study. The purpose of this study is to identify knowledge sharing (KS) norms and factors that challenge KS practices among cataloguers to provide positive perspective and approach to KS in cataloguing sections of university libraries and improve KM frameworks for better service delivery.Design/methodology/approachBased on a qualitative survey design, this study examined KS norms, practices and challenges of cataloguers in five university libraries in south-west Nigeria. Data were collected through an open interview to gather in-depth information from 45 cataloguers. Given the small number of the cataloguing team in each library, an enlisting of all cataloguers (census survey) was pertinent for the study. Data collected were analyzed thematically, interviews transcribed and similar responses grouped to provide answers to research questions.FindingsThis study revealed KS norms to be somewhat inconsistent and informal than formal, though participants identified the crucial need for KS in their departments. Factors identified as challenges to KS: mood and pressure from work, participants seeing KS as a waste of time, the “know-it-all” attitude, tribal differences, lack of financial motivation, no formal training and mentoring programme, willingness to learn and copy cataloguing.Originality/valueThis study not only improves the dearth of literature on the issue of KS among cataloguers in Nigerian university libraries; but also provides definite perspective and approach to KS in university libraries' cataloguing section to improve KM frameworks for better service delivery.
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Yi, Zhixian. "Planning Change in the Information Age: Approaches of Academic Library Directors in the United States." International Journal of Knowledge, Culture, and Change Management: Annual Review 10, no. 12 (2011): 155–76. http://dx.doi.org/10.18848/1447-9524/cgp/v10i12/50067.
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N., Ramachandran, Sivaprakasam P., Thangamani G., and Anand G. "Selecting a suitable Cloud Computing technology deployment model for an academic institute." Campus-Wide Information Systems 31, no. 5 (October 28, 2014): 319–45. http://dx.doi.org/10.1108/cwis-09-2014-0018.
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Purpose – Cloud Computing (CC) technology is getting implemented rapidly in the educational sector to improve learning, research and other administrative process. As evident from the literature review, most of these implementations are happening in the western countries such as USA, UK, while the level of implementation of CC in developing countries such as India is rare. Moreover, implementing CC technology in the educational sector require various decisions to be made by the managers of the Information Technology (IT) department such as selecting suitable deployment model, vendor providing cloud service, etc. in their respective university or institute. The purpose of this paper is to attempt to address one such decision. Since, different types of CC deployment are available; selecting a suitable one plays a key role, as it might have an impact on the requirements of various stakeholders such as students, teachers, administrative staff (especially the staff members in the IT department), etc. apart from affecting the overall performance of the facilities such as a laboratory. Naturally, a proper decision by analysing multiple perspectives has to be made while carrying out such strategic initiatives by any educational institute. Design/methodology/approach – A case study methodology has been chosen as the research methodology to discuss and demonstrate the above decision problem that was faced in real time by one of the educational institutes in India, offering high-quality management education. The IT managers of this institute were planning to switch over to CC technology for the computer laboratory and they have to make a decision of choosing suitable alternative CC deployment models such as private cloud (PRC), public cloud (PUC), community cloud (COC), hybrid cloud (HYC), etc. by analysing and comparing them based on various factors and perspectives such as elasticity, availability, scalability, etc. Since, multiple factors are involved in making such a strategic decision, the most commonly used Multi-Criteria Decision Making (MCDM) model – namely, the Analytic Hierarchy Process (AHP) is used as a decision support during the decision making process. Findings – The team of decision makers, who were planning to implement CC in the case institute, found that PRC is best as they believed that it would provide adequate cost savings, apart from providing necessary security to maintain confidential information such as student's detail, grades, etc. Research limitations/implications – The results obtained are based on a single case study. Hence, they cannot be generalized for institutions across educational sector. However, the decision making situation and understanding its impact on the stakeholders of the educational institute can be common across various educational institute. Practical implications – Using a real-life case study of an educational institute, this paper presented a strategic decision making situation, which needs to be considered by the IT managers of the educational institutes when they decide to switch over to CC technology. Various criteria to be considered during the decision making process was identified from the literature review were identified and enumerated. These factors would useful for the IT managers of the different educational institute and they can suitably add or delete these decision criteria as per their requirements and situation at hand. Moreover, the algorithm of AHP, which was used as a decision support, was presented in a step-by-step manner, which should be beneficial for the practitioners to apply the same for similar decision making situations. Originality/value – It is believed that this paper would be the first to report on a strategic decision of choosing the deployment model for CC technology especially in the educational sector. Similarly, this paper would also contribute to the field of CC, as it lists out the decision criteria that are to be considered for making the above decision, which has not got adequate importance. Lastly, this paper is also unique in the realm of AHP because application for a decision problem in the field of CC especially in the educational sector is least reported.
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Yu, Holly H. "The role of academic libraries in research data service (RDS) provision." Electronic Library 35, no. 4 (August 7, 2017): 783–97. http://dx.doi.org/10.1108/el-10-2016-0233.
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Purpose Propelled by fast-evolving computational technology and cloud-based data storage, the increasing ease in research data collection is outstripping the capacity in research data service (RDS) in academic institutions. To illustrate the challenges and opportunities in providing RDS, the author provides a systematic review of the RDS offered in academic institutions and libraries by combining existing literature and survey data collected from the Association of Research Libraries (ARL) and the Association of College and Research Libraries (ACRL). In addition, the RDS websites of 2013 ARL survey-participating institutions are also examined. The aim of the paper is to provide an environmental scan of the current state of RDS provision in academic institutions, to add to the body of knowledge of RDS development, and to inform and enable academic libraries to make strategic RDS plans. Design/methodology/approach The paper analyzes the strategies used and levels of RDS provided by reviewing recent literature, exploiting existing survey data from ARL and ACRL, and examining RDS websites of the 2013 ARL survey-participating institutions, in areas that reflect the life cycle of RDS provision including research data management planning, metadata consultation and tool provision, data archiving, institutional repository provision and data sharing and access. Findings The overall offerings of the library-led research data services in ARL research-intensive institutions have shown signs of increasing. Increased engagement and expanded scope and level of services are two noticeable trends in academic library RDS provision. Academic libraries are taking advantage of open access repositories by advising researchers to use the available resources alongside their local repositories for data safe-keeping and sharing. Discussions on RDS policy and infrastructure development are inadequate or largely non-existent. Originality/value Through systematically reviewing current literature, drawing on the results of available surveys on RDS offerings by academic libraries conducted between 2009 and 2014 and examining and further reviewing the websites of these 2013 ARL survey-participating institutions, the author presents the current state of academic library activities in RDS provision, and provides a critical evaluation of the scope and level of services currently being offered in academic libraries, and the opportunities in RDS development, to add to the body of knowledge of RDS provision by academic institutions.
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Asante, Edward, and Patrick Ngulube. "Critical success factors for total quality management implementation and implications for sustainable academic libraries." Library Management 41, no. 6/7 (June 19, 2020): 545–63. http://dx.doi.org/10.1108/lm-02-2020-0017.
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PurposeThe purpose of this study is to investigate the critical success factors for total quality management implementation and implications for sustainable academic libraries in Ghana. This study is part of a PhD project that focussed on selected technical university libraries in Ghana.Design/methodology/approachThis study adopted a quantitative approach to collect the data. Samples of 124 participants were involved in this study. PLS-SEM (Smart PLS3) software was used to analyse the data. Convergent, discriminant validity assessment was computed. Eight variables of critical success factors were tested in relation to total quality management implementation at selected academic libraries in Ghana.FindingsThis study established that out of the eight variables tested, six of them (i.e. top management commitment, employee innovation employee training, organisational culture, teamwork and effective communication, quality performance) indicated a significant positive relationship with total quality management implementation apart from strategic planning and human resource management.Research limitations/implicationsThis study was limited to eight variables as the critical success factors mentioned in the previous paragraph. The use of one methodology might be a limitation as the use of multimethod might have given a more comprehensive picture than the case. This study was limited to only technical university libraries in Ghana hence caution must be exercised when applying the results to contextually different academic environments. The results are applicable to academic universities library in Ghana and beyond if they are adjusted to suit the context.Practical implicationsThis study is timely as it may lead to effective total quality management implementation and the sustainability of technical university libraries in Ghana and Africa in general.Originality/valueThe proposed model can be used to enhance the smooth implementation of total quality management in academic libraries in general and Ghana in particular. The framework is termed as Eddie and Pat's Achievement of Quality Performance (EPAfQP) model.
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Wai, Iris Shuk Han, Sara Sze Yan Ng, Dickson K. W. Chiu, Kevin K. W. Ho, and Patrick Lo. "Exploring undergraduate students’ usage pattern of mobile apps for education." Journal of Librarianship and Information Science 50, no. 1 (August 30, 2016): 34–47. http://dx.doi.org/10.1177/0961000616662699.
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In recent years, with the general adoption of smartphones with computing power comparable to desktop computers, mobile applications (apps) have experienced a surge in popularity. However, there are few studies conducted about their educational use, especially in Southeast Asia. To close this research gap, this study aims to provide a current overview of mobile apps usage in higher education. Besides exploring the actual use of apps, the technology acceptance model was applied to examine (1) undergraduate students’ perceptions, which involve perceived usefulness and perceived ease of use, towards adopting mobile apps for educational purposes, and (2) their overall attitude toward such adoption. Both quantitative and qualitative methods were used to collect data from 150 undergraduate students in Business, Education, and Engineering in Hong Kong. The results show undergraduate students use mobile apps frequently to engage in learning activities related to their academic studies, with a particularly focus on communication and collaborative working, accessing academic resources, and checking a dictionary. However, the discrepancies in using apps for academic purposes are not significant between the three faculties. Meanwhile, perceived usefulness has a more positive impact on overall attitude compared with the impact of perceived ease of use. The investigation will help tertiary institutions, library service providers, and educators develop and assess strategic planning for education collaborating with mobile apps. This paper could also give app developers some suggestions for app design based on actual usage and students’ information needs.
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Richardson, Brittany. "Collaborations between Libraries and Writing/Tutoring Services are Diverse and Provide Opportunities to Support Student Success and Information Literacy Outcomes." Evidence Based Library and Information Practice 13, no. 3 (September 13, 2018): 91–93. http://dx.doi.org/10.18438/eblip29452.
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A Review of:
Jackson, H. A. (2017). Collaborating for student success: An e-mail survey of U.S. libraries and writing centers. The Journal of Academic Librarianship, 43(4), 281-296. https://doi.org/10.1016/j.acalib.2017.04.005
Abstract
Objective – To collect information on the existence and characteristics of collaborative partnerships between libraries and writing centers/writing tutoring services.
Design – Email survey questionnaire.
Setting – Academic libraries, writing centers, and writing tutoring services at two-year, four-year, and graduate/professional institutions across the United States of America.
Subjects – 1,460 librarians, writing center staff, and tutoring services staff.
Methods – Subjects were invited to participate based on a “. . . random sampling of 33% of each institutional “Size and Setting” group from the 2010 Carnegie Classification of Institutions of Higher Education” and the availability of contact information for the library or writing center at the randomly sampled institutions (p. 282). Respondents who identified an existing partnership between the library and writing center/tutoring services answered questions regarding collaboration methods, training, and promotion as well as open-ended questions on goals, assessment, ideal relationship qualities, strengths, and weaknesses. In the absence of a known partnership, questions focused on potential for, and ideal methods of, collaboration.
Main Results – The survey had a response rate of 13.5%, based on the 197 responses that met the criteria for inclusion in the results. Of the respondents, 117 identified as librarians, 59 as writing center staff, and 21 as tutoring services staff. Respondents were affiliated with institutions in 43 states and the District of Columbia. 65% of respondents reported that a collaborative relationship between the writing center and library existed at their institution. Of those without a known current partnership, 77% believed there was potential for collaboration. Top existing collaborations included instruction (21%), student orientations (16%), appointments (14%), classroom presentations (14%), and writing tutors embedded in the library (14%). Only 35% identified strategic goals for collaborations. Respondents engaged in partnerships highlighted shared space, referrals, a unified focus on student success, and defined roles as top ideal partnership characteristics. Key partnership strengths included teamwork/relationship, focus on student success, and shared goals/knowledge/resources. Common weaknesses included lack of communication, planning, shared space, patron awareness, funding, staff, and collaboration.
Conclusion – Diverse collaborations between libraries and writing centers/writing tutoring services exist. These collaborations may provide opportunities to support student success and information literacy outcomes. Based on survey results, the author suggested that improved communication between partners could mitigate identified weaknesses and assist in achieving partnership ideals. Additionally, increased creation and assessment of strategic partnership goals may strengthen communication and planning. Many respondents were interested in shared library and writing center space, an area which requires further research. Ultimately, the author concluded that more investigation is needed to inform best practices for partnerships.
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Hallonsten, Olof. "How scientists may ‘benefit from the mess’: A resource dependence perspective on individual organizing in contemporary science." Social Science Information 53, no. 3 (May 8, 2014): 341–62. http://dx.doi.org/10.1177/0539018414524037.
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There is general consensus in the study of science, and especially research policy studies, that a wave of profound change has struck academic science in the past decades. Central parts of this change are increased competition, growing demands of relevance and excellence, and managerialism reforms in institutions and policy systems. The underpinning thesis of this article is that, if seen from the perspective of individual scientists, these changes are exogenous and lead to greater environmental complexity and uncertainty, which in turn induces or forces individuals towards strategic planning and organizing in order to maintain control over their own research programs. Recent empirical studies have made various worthy contributions to the understanding of the macro-level (institutions, policy and funding systems, and broader epistemic developments) and the micro-level (individual and group behavior) developments of the social system of science, but there is a lack of comprehensive conceptual tools for analysis of change and its effect on individual scientists. This article takes the first steps towards developing a conceptual scheme for use in empirical studies of the (strategic) response of individual scientists to exogenous change, based on an adaptation of Resource Dependence Theory (RDT). The intended theoretical contribution builds on conceptualization of the individual researcher as crucially able to act rationally and strategically in the face of potentially conflicting demands from a growingly unpredictable environment. Defining a basic framework for a broad future research program, the article adds to the knowledge about the recent changes to the academic research system and calls for renewed interest in organizing in science and an analysis of the complex social system of science from the perspective of its smallest performing units: individuals.
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Anwarul Islam, Md, and Muhammad Jaber Hossain. "Marketing information resources and services on the web." Electronic Library 32, no. 5 (September 30, 2014): 742–59. http://dx.doi.org/10.1108/el-08-2012-0098.
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Purpose – The purpose of this study is to address and analyse the current status of university library websites in Bangladesh. Particularly, it is focused on all universities accredited by the University Grants Commission (UGC) of Bangladesh. The purpose of this paper is to describe the marketing initiatives taken by university libraries to promote collection and services to their clientele. Design/methodology/approach – For this study, university library websites were examined using a checklist of criteria developed from earlier studies and present websites. A total of 57 university library websites were examined and most of the websites were visited at least two times during the assessment, which started by checking the availability of direct and non-direct links from the home page of the parent institution followed by website assessment against the checklist. The paper also draws upon the authors’ personal experiences and observations. Findings – The study identified that the websites are not fully utilized for marketing library resources and services, and that university libraries are not maximizing their promotional activities. A majority of libraries did not make any effort to provide online literacy courses, live support, copyright documents, online user surveys, networking, and so on. Research limitations/implications – The study is limited to Bangladeshi university libraries and generalization to others is to be cautioned, but there are important lessons to be learned. Practical implications – This paper will be helpful to libraries planning to implement a marketing strategic plan to improve outreach to users and enhance the image of the library. Originality/value – The present study is new in Bangladesh and reveals several marketing strategies that may be useful to other academic libraries.
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Sullo, Elaine. "Academic Librarians at Institutions with LIS Programs Assert that Project Management Training is Valuable." Evidence Based Library and Information Practice 12, no. 3 (September 18, 2017): 180. http://dx.doi.org/10.18438/b8tm1s.
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A Review of:
Serrano, S. C. & Avilés, R. A. (2016). Academic librarians and project management: An international study. portal: Libraries and the Academy, 16(3), 465-475. http://dx.doi.org/10.1353/pla.2016.0038
Abstract
Objective – To investigate academic librarians’ project management education and training, project management skills and experiences, and perceptions of project management courses within the library and information science (LIS) curriculum.
Design – Online questionnaire.
Setting – 70 universities worldwide with LIS programs and at least one project management course.
Subjects – 4,979 academic librarians were invited to complete the online questionnaire; 649 librarians participated.
Methods – From the identified institutions, the authors invited academic librarians to participate in a 17-question survey via e-mail. The survey was available in both English and Spanish and was validated via a pilot trial. A total of 649 individuals participated, for a response rate of 13%. The survey included questions related to geographic region and institution affiliation, university education and librarian training associated with project management, project participation and use of project management software or methods, and project management courses in LIS curriculums, and a final open-ended comment section.
Main Results – Of the 649 librarians who participated in the survey, 372 were from North and South America (58%). The next highest number of responses came from Europe (38%), followed by low response rates from Africa, Asia, and Oceania. Respondents reported working in a variety of library departments and identified themselves as being one of a director or manager, assistant librarian, or library page. Of the 436 respondents who reported having a university degree, 215 attended an LIS Master’s level program, and 12 studied at the doctoral level. The majority of respondents indicated they have had training in project management, participating in formal coursework, conferences, webinars, or other self-directed learning methods. Of the 459 academic library staff responding to the question, 40% considered project management courses of “high importance in the university curriculum” and 26 % responded that project management courses were “extremely important in their field of expertise and working environment” (p. 472). The consensus among participants was that project management courses should be included in both undergraduate and graduate level LIS curricula.
Conclusion – The high participation of librarians in project management, compared to the limited formal education received, suggests that courses in project management, including software and methodology, are needed in LIS university curricula. Additionally, less than 40% of academic librarian survey respondents were trained in LIS; other professions are working as librarians and therefore may have insufficient knowledge and skills to manage the projects they direct. The research results confirm the relationship between strategic planning and project management skills. The authors conclude that universities should revise their LIS curricula to include and require additional project management courses.