Costing a library: A generic approach

Montgomery, James R.; Snyder, Julie K.

doi:10.1007/bf00992790

Cited by 3 publications

(1 citation statement)

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“…It should be noted that transaction costs have the limitation that the cost of transacting are real; they are not always easily separated from other kind of costs (p. 34) [10], but the interest of this paper is not the quantitative measurement of transaction costs for the purpose of comparing costs and benefits. As Montgomery and Snyder [48], who measured library administrative costs, pointed out that the most important factor for minimising costs is not detailed cost measurement, but increasing the number of users using existing resources. A detailed cost-benefit analysis focusing on transaction costs for a university would not only be of little research significance from a practical perspective but also, as Milgrom and Roberts [10] point out, itself be almost impossible to attempt.…”

Section: Transaction Cost Theory As a Constructive 'Stakeholder Theory'mentioning

confidence: 99%

Organizational Culture as an Analytical Perspective on ‘Organizational Failure’

Maeda

2024

Business, Management and Economics

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Under the knowledge-based economy, the new public management demands that the university as a source of wealth and well-being functions as an ‘organisation’. However, university reform has not functioned smoothly, and a situation of hybridisation has emerged, where heterogeneous ideologies of managerialism and collegiality coexist. Oliver Williamson states that ‘the organisational failures’ result when bounded rationality and opportunism, which are human nature, combine with environmental factors. And the current situation of hybridisation suggests the importance of focusing on the organisational culture that defines the mindset of organisational members. This paper proposes the ‘organisational paradigm’ as an analytical framework that integrates the thinking and behavioural styles of university members into the typology of organisational culture based on the Competing Values Framework by Cameron et al. and refers to the importance of organisational culture in university organisational reform through verification with the author’s findings of quantitative analysis in Japanese universities.

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Section: Transaction Cost Theory As a Constructive 'Stakeholder Theory'mentioning

confidence: 99%