Managing Innovation in Academic Libraries

Drake, Miriam A.

doi:10.5860/crl_40_06_503

Cited by 10 publications

(14 citation statements)

References 9 publications

(9 reference statements)

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“…As for library field, Drake (1979) points out that there are a variety of barriers to innovation in academic libraries, such as psychology, organizational factors, future development and economic constraints. Ochogwu (1986) illustrates that the problems of innovating in libraries are related to administrative, financial, social, technical and cultural factors, and that libraries must overcome these constraints for better services and performance.…”

Section: Barriers To Innovation In Academic Librariesmentioning

confidence: 99%

“…Institution-related barriers are impediments faced by academic libraries associated with their parent institutions. Drake (1979) states that such barriers stem from a lack of understanding and support from the parent institution toward academic libraries, which leads to the inability to evaluate the benefits of library innovation. Jantz (2015) maintains that the parent institution can restrict or promote the innovativeness of the library; that is, the policies of the university can either impede or facilitate the academic library’s ability to innovate.…”

Section: Barriers To Innovation In Academic Librariesmentioning

confidence: 99%

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A qualitative study of barriers to innovation in academic libraries in Taiwan

Chuang

Weng

Hsieh

2019

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Purpose The purpose of this paper is to explore innovation barriers in academic libraries. Through analysis of barriers to innovation, the authors can further elucidate the nature of innovation in academic library settings, which can help remove factors that hamper innovation. Design/methodology/approach Using a qualitative case study to explore the innovation processes for two academic libraries, this study includes interviews with 28 interviewees, from senior leadership positions to practical librarians, to analyze the barriers to innovation they have experienced. Findings Building on a literature review, this study proposes a barrier to innovation framework for academic libraries. The qualitative findings identified two specific barrier types that academic libraries face, environmental and organizational barriers, identifying 19 barrier factors that intertwine to yield seven dimensions across the two levels of analysis. It is advised that library leadership team should both encourage innovative behaviors and eliminate the innovation barriers to enhance library innovation capacities. Originality/value The insights from this study can help the library managers of academic libraries to develop preemptive actions for dealing with various barrier scenarios, and thereby enhance possibilities of successful innovations.

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Section: Barriers To Innovation In Academic Librariesmentioning

confidence: 99%

Section: Barriers To Innovation In Academic Librariesmentioning

confidence: 99%

A qualitative study of barriers to innovation in academic libraries in Taiwan

Chuang

Weng

Hsieh

2019

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“…The risks and the costsboth monetarily and for an organization's reputationmay be too high to develop and launch innovative services. Drake (1979) states that innovation in academic libraries requires a positive attitude toward the future and the knowledge that the library can change the future. Library managers are responsible for creating this climate of innovation at the library, an organization structured for innovation and a "planned process or program" for innovation (Drake, 1979, p. 508).…”

Section: Managing Innovationmentioning

confidence: 99%

“…Innovation and creativity are different: creativity generates ideas while innovation takes one creative idea and develops it into a new service. Drake (1979) notes "innovation is a deliberate process rather than a chance happening or discovery," and that innovation "relies heavily on human perceptions of something better in the future (pp. 505-506).…”

mentioning

confidence: 99%

Managing library innovation using the lean startup method

Bieraugel

2015

Library Management

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2015),"Convergence of digital humanities and digital libraries", Library Management, Vol. 36 Iss 4/5 pp. 362-377 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to argue the case that libraries should use the lean startup method for developing, managing and launching radically innovative services or products. Design/methodology/approach -Libraries need to innovate but do not have the management structure to handle the extreme uncertainty in implementing radical innovations. This paper examines the lean startup method for managing innovation, explores how it differs from traditional management tools, outlines the reasons for and barriers to innovation in libraries and highlights the new tools required to manage innovation. This paper also discusses the culture of innovation in libraries and how libraries innovate. The lean startup method is examined through the lens of a variety of innovation models. Findings -The lean startup method for managing radical innovations is shown to be a sound alternative to traditional library management methods. Originality/value -This paper is one of the few to examine a practical method for librarians to manage radical innovations in academic libraries.

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“…Theory, research and practice in library management 1: Flexibility Introduction Until recently, librarians have had the luxury of living in a relatively certain and risk free environment (Drake, 1979). …”

mentioning

confidence: 99%

Theory, research and practice in library management 1: Flexibility

Walton

2007

Library Management

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Purpose -The purpose of this paper is to discuss the concept of flexibility as it applies to libraries. Design/methodology/approach -Specific cases are from the literature introduced where libraries have introduced aspects of flexibility. Lessons that can be learned from other sectors regarding flexibility are also presented. Findings -There are three central themes for libraries to address when considering the various theories and research around flexibility: importance of management, human resources issues and the need to know the user. Flexibility has to be managed proactively as a concept in libraries.Originality/value -The paper provides food for thought for library practitioners in the use of flexibility in an increasingly uncertain world.

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Managing Innovation in Academic Libraries

Cited by 10 publications

References 9 publications

A qualitative study of barriers to innovation in academic libraries in Taiwan

A qualitative study of barriers to innovation in academic libraries in Taiwan

Managing library innovation using the lean startup method

Theory, research and practice in library management 1: Flexibility

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