The Bottomless Pit Revisited

Hardesty, Larry

doi:10.5860/crl_52_03_219

Cited by 11 publications

(14 citation statements)

References 2 publications

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“…6 In contrast to Munn, Hardesty found that these administrators were relatively well informed and supportive of the work of their libraries. Those he interviewed did not perceive the library to be a "bottomless pit" in the pejorative sense.…”

Section: Literature Reviewmentioning

confidence: 99%

“…8 Administrators often "base[d] their judgments of the library on casual observations and secondhand information." 9 One of the more substantial studies on the views of senior administrators is Deborah Grimes' 1998 study, Academic Library Centrality. 10 Grimes explores administrators' perceptions of the library through the concept of "academic centrality": in other words, the extent to which administrators view their libraries as being core to their institutions ("the library as the heart of the university").…”

Section: Literature Reviewmentioning

confidence: 99%

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Perceptions of Canadian Provosts on the Institutional Role of Academic Libraries

Robertson

2015

CRL

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This study examines perceptions of provosts from Canadian researchintensive universities regarding their institution's academic libraries. Interviews conducted with nine provosts explored how they perceive academic libraries in terms of alignment with institutional mission, how they envision the future of their libraries, and what they interpret as indicators of success. The results suggest that provosts perceive libraries making significant contributions to research and student learning, particularly through the provision of access to information and the evolving role of library as place respectively. Other areas of library expertise, such as scholarly communication, appear somewhat less familiar to provosts, suggesting the need for library leaders to promote new roles within the institutional context. rovosts or academic vice-presidents are crucial stakeholders of academic libraries. At most institutions, libraries report directly to the provost, and the provost's support is essential for ongoing investment. Universities and research libraries are both in periods of rapid change. Fundamental questions are being asked of each, and traditional roles are being reassessed. In this context, it is important that the library community engage in discussions about the future of academic libraries with an awareness of how changes in the information environment interact with fundamental changes in the academy. Provosts' perspectives on these issues are particularly important. As senior administrators who are expected to play the role of chief academic visionary, provosts have a high-level perspective on the strategic directions of the institution and are responsible for guiding the academic mission. Few studies of provosts' perspectives on academic libraries have been carried out. The intent of this research is to investigate how provosts (or equivalent academic administrators) at Canadian research-intensive universities perceive the role of academic libraries in the context of their evolving institutions.Interviews conducted with nine provosts explored how these leaders perceive academic libraries in terms of alignment with institutional mission, how they envision the future of their libraries, and what they interpret to be indicators of libraries' success. This report describes the framing of the project, the methodology, the results, and a discussion of implications. The findings provide insight into how academic research libraries are perceived by senior administrators to be evolving in the context of their institutions.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Perceptions of Canadian Provosts on the Institutional Role of Academic Libraries

Robertson

2015

CRL

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“…the shape of the future will depend on these new alliances." Significant emerging trends in higher education which have major implications for academic libraries include: (1) advances in telecommunications and computer technology, (2) changes in curricula which recognize the interrelationship of academic disciplines, (3) increases in user demand for prompt and responsive information service, (4) a frustrating sense of information overload for both faculty and student clienteles, (5) a corresponding need for greater user discretion and selectivity amid the glut of information, (6) funding and spatial constraints which limit acquisitions, storage, and service options, (7) a need for effective administrative responsiveness toward fundraising and consortia1 requirements, and (8) the management issues associated with changing organizational structures and staffing in response to changing needs of users.…”

Section: Developing Library Staff For the 21st Centurymentioning

confidence: 99%

Perceptions of Library Leadership in a Time of Change

Deekle

Klerk

1992

Journal of Library Administration

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“…The second section contained questions about specific challenges identified in the literature. Participants were asked to respond using a Likert-type scale (1)(2)(3)(4)(5). The last section asked respondents to list, in order of importance, up to three additional challenges that ALDs may be experiencing.…”

Section: July 2002mentioning

confidence: 99%

“…4 Favorable budgetary decisions certainly are vital for the academic library to survive. If there are differences in the perceptions of challenges encountered by library directors, it is logical to assume a resultant discrepancy in the support given by the CAO.…”

mentioning

confidence: 99%

Challenges That Academic Library Directors Are Experiencing as Perceived by Them and Their Supervisors

McElrath¹

2002

CRL

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The study examines perceptions of challenges reported by academic library directors and the chief academic officers to whom they report. Findings indicate that perceptions about user satisfaction were similar, that the challenge of serials was perceived to be the greatest challenge, that perceptions are related about the challenges of diversity and hardware, and that challenges of organizational change and crime in libraries appear to be influenced by age and length of tenure. Findings further indicate that training and the budget are related.

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The Bottomless Pit Revisited

Cited by 11 publications

References 2 publications

Perceptions of Canadian Provosts on the Institutional Role of Academic Libraries

Perceptions of Canadian Provosts on the Institutional Role of Academic Libraries

Perceptions of Library Leadership in a Time of Change

Challenges That Academic Library Directors Are Experiencing as Perceived by Them and Their Supervisors

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