How Can Academic Librarians Create Value?

Weinberg, Mark; Sherman, Hugh D.; Zimmerman, Julia; Zulia, Eleni A.

doi:10.1016/s0732-0671(05)22007-2

Cited by 3 publications

(3 citation statements)

References 12 publications

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“…Articles that, on further inspection, proved not to be related to the notion of public value (as explicated by Moore) were excluded at this stage, as were book reviews and newspaper articles. Also excluded were documents drawing on public value in non‐public settings (for example, see Moore and Khagram 2004; Weinberg et al 2005). The following document‐types were included: empirical research, review and evaluation; grey literature such as reports published by government, public and private sector organizations, and other agencies; theory and conceptual contributions; and normative/exhortatory material.…”

Section: Methods and Methodologymentioning

confidence: 99%

Appraising Public Value: Past, Present and Futures

Williams

Shearer

2011

Public Administration

211

153

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Despite the increasing popularity of the concept of 'public value' within both academic and practice settings, there has to date been no formal review of the literature on its provenance, empirical basis, and application. This paper seeks to fill this gap. It provides a critical introduction to public value and its conceptual development before presenting the main elements of the published literature. Following this, a series of key areas of disagreement are discussed and implications for future research and practice put forward. The authors argue that if the espoused aspirations for the public value framework are to be realized, a concerted process of research, debate and application is required. Although some criticisms of public value are argued to be unwarranted, the authors acknowledge ongoing concerns over the apparent silence of public value on questions of power and heterogeneity, and the difficulties in empirically testing the framework's propositions.

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Section: Methods and Methodologymentioning

confidence: 99%

Appraising Public Value: Past, Present and Futures

Williams

Shearer

2011

Public Administration

211

153

View full text Add to dashboard Cite

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“…Moore. This triangle focusses on public value creation, political management and building operational capacity to deliver value (Weinberg et al , 2005). Despite these concerns, the BSC was successfully applied in a School of Business, which was responding to both internal and external circumstances, including change in leadership and accreditation requirements, confirming the relevance of this model in academe.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Increasingly, academic libraries must also find ways to demonstrate their institutional value and be accountable to their stakeholders. In response to this new reality academic libraries need a strategic framework coupled with performance measures (Weinberg et al , 2005). In 2010 the Association of College and Research Libraries (ACRL) published the report “The Value of Academic Libraries,” discussing how academic libraries can demonstrate their value to their institutions and be accountable to their stakeholders (Association of College and Research Libraries, 2010).…”

Section: Introductionmentioning

confidence: 99%

Aligning planning with outcomes

Sayed

2013

Performance Measurement and Metrics

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Purpose -This paper aims to describe the process of identifying, applying and assessing the balanced scorecard model on a five-year, strategic plan in an academic, medical library two years into the five-year period. The existing strategic plan consisted of eight inter-connected pathways with multiple goals and objectives, generating a high volume of data, which made it difficult to track the implementation of the plan. Design/methodology/approach -A research query seeking an alternative to the current strategic plan framework was developed and researched. This process identified the balanced scorecard as a possible successful alternative to the eight inter-connected pathways in place. After the application of the balanced scorecard, a second query, with assessment criteria, was developed to determine if the balanced scorecard did, in fact, provide a better framework than the original plan. Findings -The balanced scorecard restructured the eight pathways into four perspectives to create an aligned, cause-and-effect strategy. The original plan had too many themes to manage and lacked a cohesive strategy. Performance measures proved more meaningful and manageable in measuring the success of the strategic plan than the high volume of project management data. It was concluded that the balanced scorecard met the assessment criteria as a better framework for the strategic plan. Practical implications -Aligning goals and objectives to form strategy simplified the implementation of the strategic plan. Performance measures focus on the performance of the organization, creating a process of continuous improvement. Originality/value -While the balanced scorecard has been applied in academic libraries, this project successfully applied the model on a strategic plan two years after its implementation.

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A Study on Core Values of University Libraries through Missions and Visions

Yoon-Hee¹

2005

Journal of the Korean Society for Library and Information Scien

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How Can Academic Librarians Create Value?

Cited by 3 publications

References 12 publications

Appraising Public Value: Past, Present and Futures

Appraising Public Value: Past, Present and Futures

Aligning planning with outcomes

A Study on Core Values of University Libraries through Missions and Visions

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