Theory, research, and practice in library management 4: creativity

Walton, Graham

doi:10.1108/01435120810844702

Cited by 12 publications

(8 citation statements)

References 11 publications

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“…According to Marshall Egan, the fostering of creativity is a necessity, not an option, for most organizations interested in responding to: (a) advancing technology; (b) a changing environment; (c) changing organizational structures or strategies; (d) overcoming competitors that improve their products, processes, and services; (e) evolving customer desires; and (f) evolving societies influenced increasingly by global issues and diversity. (Marshall Egan, 2005, 161) Public Library services have by no means been spared in this turbulent world, having had to deal with changing users' behaviours, financial constraints, rapidly evolving technologies and the impact of government policy (Walton, 2008) and their success and survival depend on creativity if library managers want to ensure their existence in the years to come. One may still consider that responding appropriately to the changing environment is a lesser concern for a public sector than for private businesses.…”

Section: Why Is Creativity Important?mentioning

confidence: 99%

“…She stresses that strategy can exist without innovation, but the effective implementation of innovation is unlikely to happen without the use of strategy. This view is further developed by Walton (2008), who stresses the relevance of creativity in the strategic management of libraries as well as the importance for the library manager to take responsibility for creativity to occur and develop within the library service. Deiss (2004) also describes libraries as mature organisations with a culture that is more likely to develop "core rigidities" (Borghini, 2004) and she believes that "developing a baseline for the organisation is an important first step in assessing areas for development" (Deiss, 2004, 27), but also stresses that she is unaware of any work carried out assessing organisational creativity in libraries.…”

Section: Recent Research On Creativitymentioning

confidence: 99%

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Assessing the organisational climate for creativity in a UK Public Library Service: a case study

Coveney¹

2008

LIR

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The study aims to investigate for the first time library staff's individual perceptions of their work environment with regard to creativity. It uses the conceptual model designed by Amabile et al. (1996) as a framework in order to establish to what extent the internal climate factors that are conducive or deterrent to creativity are identified by library staff in one UK Public Library service. This research is based on a case study and can constitute a benchmark for other library services. The ability to develop a culture that nurtures creativity is crucial and does not occur spontaneously: library managers need to take responsibility to establish the right work environment as well as to incorporate an innovation strategy for the new ideas to be implemented into value-added services for the library users.

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Section: Why Is Creativity Important?mentioning

confidence: 99%

Section: Recent Research On Creativitymentioning

confidence: 99%

Assessing the organisational climate for creativity in a UK Public Library Service: a case study

Coveney¹

2008

LIR

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“…Calls for librarians to be creative and innovative are nothing new. According to Walton (2008) both concepts have been discussed in the library and information science literature over many years: "Creative ideas are used to provide value and ensure unmet gaps and needs are addressed. Innovation is the process that applies the creativity" (Walton 2008:125).…”

Section: Introductionmentioning

confidence: 99%

Personal information management (PIM), reference management and mind maps: the way to creative librarians?

Fourie

2011

Library Hi Tech

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Please note, this is not the final version that appeared in Library Hi Tech AbstractPurpose -The column explores the potential of personal information management (PIM) and reference management. This contribution focuses on combining the use of PIM and reference management software with mind maps to stimulate the creative and innovative use of information collected. Following a brief review of the literature on the topic per se, awareness is raised of appropriate software and the potential of mind maps.Design/methodology/approach -The column is written against the background of research from information behaviour, PIM, mind maps, creativity, innovation and the reflective and evidence-focused librarian.Findings -There is growing emphasis on more than information literacy skills and the responsible use of information. Creative and innovative use of information is stressed. More intensive use and exploitation of information is necessary to justify the time and effort spend in using PIM and reference management software. Mind maps and collaboration might support creative and innovative use of information, and need to be further exploited. Although software is strong in supporting collaboration, there is very limited build-in support for the combination of features for information and reference management with features for mind maps.Originality/value -Although much has been published on developments in PIM and reference management, there is limited coverage of combining PIM and reference management with the use of mind maps and creativity, reflection and noting evidence.

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“…Walton (2008) studied how libraries use creativity in new service development, noting that creativity in libraries does not "sit easily" next to the drive to "increase efficiency, improve quality, and raise productivity" (p. 127). Customers are key in new service development and "involving library users as creative partners, the services being developed are more likely to be fit for purpose and tailored to meet users' needs (Walton, 2008, p.…”

Section: Managing Innovationmentioning

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 4: creativity

Cited by 12 publications

References 11 publications

Assessing the organisational climate for creativity in a UK Public Library Service: a case study

Assessing the organisational climate for creativity in a UK Public Library Service: a case study

Personal information management (PIM), reference management and mind maps: the way to creative librarians?

Managing library innovation using the lean startup method

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