Critical success factors in library reengineering: a case of academic libraries in Kenya

Abstract

Purpose Academic libraries are reengineering their services to address the gap brought about by the convergence of physical and virtual information landscape. Despite the reengineering efforts, as many as 70 per cent of the libraries do not achieve the expected results. Certain critical success factors need to be in place for successful implementation. This paper aims to investigate the key success factors to service reengineering in an effort to establish their extent of application in university libraries in Kenya. Design/methodology/approach A multiple case study approach of six purposively selected private and public university libraries in Kenya based on Webometric ranking as an indicator of reengineering was used. Data were collected through face-to-face interviews with 30 librarians. The qualitative data collected were analyzed through content analysis. Findings The following key success factors were found to have been considered during reengineering: top management commitment, planning, provision of required resources, appropriate IT infrastructure, presence of skilled and competent staff, value of the library to the university and teamwork. Despite the central role of training, change management program and having a clear vision and objectives, university libraries in Kenya did not pay any attention to them as deserved. The authors conclude that university libraries in Kenya have not optimally achieved the desired reengineering results as a result of overlooking training and change management as critical success factors. The paper recommends that the identified critical success factors should be considered wholly not in isolation. Research limitations/implications The study was carried out among the top-ranked universities according to the January 2017 Webometric ranking; and therefore the findings may give a general indication of the critical success factors considered by university libraries in Kenya. However, this pre-condition may have locked out other libraries that may have made some recommendable strides in re-engineering their services. Originality/value This study has practical implications in identifying the critical success factors for library service reengineering to provide insights on the factors to consider as librarians reengineer library services.

Roles and emerging trends of academic libraries in Kenya

“…The introduction of advanced technology and a variety of information in digital formats has made the academic library a great opportunity for tech-savvy librarians. Musangi et al (2019) points out the importance of new skills for new leadership; they emphasize that top-level management plays a great fundamental role in an organization because of the fact that he/she is the one who defines and drives the organization towards achieving the set goals. The Kenya Commission of University education equally gives emphasis on the education level of library staff with appropriate possession of training, which is either PhD degree, master's degree or Diploma/certificate.…”

Knowledge Management: Determine the Influencing Factors for Practicing at the Libraries in Bangladesh

“…L ibraries are continuously facing challenges in adapting new technologies for information resources. Such technological improvements now force libraries to reconsider the programmes they provide (Musangi et al, 2019). Libraries are a focal point for knowledge and should provide resources for exam preparation, group projects, seminars, symposiums, etc.…”

Knowledge Management Practices in the Public University Libraries: Librarian's Perspective

“…The following benefits that can be derived from knowledge-based initiatives and practices suggest that KM has a lot to offer organizations determined to change their environment. PULs may initiate to apply the KM for the following reasons (Anand & Singh, 2011;Musangi et al, 2019).…”

“…The influence of leadership on KM is more noticeable because this is a comparatively innovative discipline, and nothing has a better effect on an institution than leadership. According to previous study employees must be updated on new technologies and their benefits to capitalize on these opportunities (Musangi et al, 2019). On the other hand, organizational culture is unique for every organization.…”