Relationships and engagement

Williamson, Vicki

doi:10.1108/01435120810844621

Cited by 12 publications

(5 citation statements)

References 5 publications

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“…Accordingly, Graetz and Smith (2009) argue that many libraries continue to uphold traditional structures while they try to implement new approaches. In fact, the key to successful implementation of any new model is usually not the technology but human factors (Williamson, 2008), and this case study is not the exception. Evidence shows that people are essential to the success of a change process, but they often resist (Marshall, 2008).…”

Section: Discussionmentioning

confidence: 99%

“…According to Turner (2007) and Kotter (1995), stakeholders' attitudes, including resistance or willingness to change, depend not only on the content of the change but largely on how the transition is led. Nevertheless, most of the library leadership literature has focused on the leader-subordinate relationship (Tam & Robertson, 2002;Williamson, 2008).…”

Section: Discussionmentioning

confidence: 99%

“…In fact, the internal culture, structure and decision-making of the academic libraries are also influenced by the 'mother' organizational culture (vanDuinkerken & Mosley, 2011). Nevertheless, most library leadership literature focuses on the leader-follower relationship (Tam & Robertson, 2002;Williamson, 2008), which limits the understanding of the relationships among library managers and other university actors.…”

Section: Liber Quarterly Volume 24 Issue 2 2014mentioning

confidence: 99%

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Transformational Leadership and Stakeholder Management in Library Change

Sucozhañay

Siguenza-Guzmán

Zhimnay

et al. 2014

LIBER

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This article aims to analyse the role of library managers as change agent when implementing Library 2.0, using transformational leadership and stakeholder management approaches. To do so, a case study in a Latin American academic library was performed. The experiences acquired for a period of six years were analysed, during which three library managers were involved in managing change. Qualitative data from documents, interviews, and observations were collected, and qualitative analysis methods were used to obtain in-depth understanding of the change process. Results show that lack of transformational leadership and stakeholder management contribute to delayed implementation and limited adoption of innovations. Although library managers recognized the importance of different stakeholders to implement changes, they did not apply systematic and proactive strategies to define and manage them. All in all, library managers should be trained as change agents, with emphasis on transformational leadership and stakeholder management skills.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Liber Quarterly Volume 24 Issue 2 2014mentioning

confidence: 99%

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Transformational Leadership and Stakeholder Management in Library Change

Sucozhañay

Siguenza-Guzmán

Zhimnay

et al. 2014

LIBER

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“…However, libraries continue to support their users’ learning and scholarly communications (Adil et al, 2022). The primary function of librarians is to connect information consumers with information sources, which remains unchanged (Williamson, 2008). In this transition period, the library’s executives serve as the trendsetters for the staff.…”

Section: Literature Reviewmentioning

confidence: 99%

A Bibliometric Review of Leadership Literature in Library and Information Science Profession, 1959–2022

Ashiq,

Ur Rehman,

Ahmad

et al. 2023

Sage Open

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This bibliometric study investigates the publishing trends and patterns along with top authors, countries, organizations, nature of collaboration, and sub-areas of library leadership literature published from 1959 to 2022. The Scopus database was used for data extraction, and 500 relevant records were selected. The data were analyzed using Microsoft Access, Microsoft Excel, VOSviewer, Biblioshiny, and CiteSpace software. The results highlighted that the United States of America was a global trendsetter in library leadership research, being the top contributing country (313, 62.6% publications). They also identified the top productive author (Martin, J.), top-cited author (Ole Pors, N), top organization (University of Punjab, Pakistan), most preferable sources (Journal of Library Administration) and top-cited article (“Supporting Digital Scholarship in Research Libraries: Scalability and Sustainability” by Vinopal J). The highest research productivity was recorded in 2019, with 42 publications (8.4%), followed by 37 (7.4%) publications in 2018 and 2021. Furthermore, 270 publications (54%) on library leadership were published during the last decade (2011–2020). This study informed that most of the published literature on library leadership was general, following a solo authorship trend (314), with less collaborative research ( n = 186) and a significant number ( n = 148) of non-cited documents. The critical areas of future research identified in this study, including transformational, ethical, participative, and humanistic leadership, need to be investigated. The study suggests that emerging digital and virtual leadership areas should also be examined along with the areas with limited literature. To the best of our knowledge, this is the first comprehensive bibliometric study to present a holistic picture of the library leadership literature.

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“…Simply put, sales and marketing are critical to strategic planning that increases value since they provide management with the vital information required to align strategic imperatives with the market place, environmental forces and customer needs (Shumar, 2009). Libraries already face challenging environments when developing and executing strategic plans since non-profit, service organizational cultures tend to resist change (Williamson, 2008). Additionally, owing to the highly collaborative, participative environments that highlight the complexity of library organizational structure and management, the competitive, visionary leadership needed to initiate strategic planning is not necessarily sought out nor cultivated (Stephens and Russell, 2004).…”

Section: Introductionmentioning

confidence: 99%

Strategic value planning for libraries

Germano

Stretch‐Stephenson

2012

The Bottom Line

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Purpose -Strategic plans are developed and executed by businesses in order to chart a course toward an idealized future destination for the organization. Normally, this means aspiring to become an industry leader or niche holder by increasing market share, developing customer loyalty, penetrating new markets or some other defined goal that is ultimately premised on growth in revenue attainment. Because of the competitive nature of business and the environmental changes that have occurred and continue to occur at an increasing rate, marketing has become a key functional area within most enterprises' strategic plans. Today's strategies require the development of plans that embrace customer engagement in an effort to increase revenue. As such, marketing is fast becoming a critical functional area surrounding the development and execution of a strategic plan. Examining marketing's role in strategic planning, as well as the critical thought work conducted by marketing and sales personnel as they influence organizational cultures that are friendly to implementing competitive strategy and planning activities, is useful for libraries if they wish to engage in beneficial and viable strategic planning of their own. Unfortunately, libraries as non-profit service organizations are rarely in a position to create revenue based strategies. Instead, libraries must focus on strategies that encourage value creation. Additionally, in the absence of a dedicated, full-fledged marketing group within a library, it becomes vital that such non-profit service organizations develop replacements or similar organizational analogs for integrating marketing functions while at the same time developing a marketing-like, patron-centered orientation and culture required for successful market-based strategic planning. This paper aims to investigate this issue. Design/methodology/approach -Informed by the two authors' combined extensive experience in both the theoretical and practical applications of sales and marketing, the paper discusses the current trends in market planning, especially those aimed at utilizing the marketing function as a critical element of strategic planning and execution. Findings -The paper finds that libraries that engage in strategic planning can incrementally improve their chances of success during the execution of that plan if they make an effort to include the marketing process throughout the development and execution of such plans. Additionally, since marketing and its implied customer orientations provide a strong conduit to an organization's understanding of customer needs and perceptions of value, library strategic planning that incorporates traditional marketing elements and tactics like environmental scans, customer value creation and promotion of unique benefits will provide the best foundation for competitive library strategic plans. Practical implications -The authors rely on their practical and theoretical experience in marketing and planning to convey a more purposeful sense of library strategic planning that ...

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Relationships and engagement

Cited by 12 publications

References 5 publications

Transformational Leadership and Stakeholder Management in Library Change

Transformational Leadership and Stakeholder Management in Library Change

A Bibliometric Review of Leadership Literature in Library and Information Science Profession, 1959–2022

Strategic value planning for libraries

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