Towards an assessment of strategic credibility in academic libraries

Abstract

PurposeThe purpose of this original research is to gauge the level of academic libraries' strategic credibility by analyzing whether strategic planning goals align with annual reports.Design/methodology/approachA modified replication of a study by Jarvenpaa and Ives was used. A random sample of 28 ARL libraries was taken from ARL membership. Library directors were contacted for a copy of both a strategic plan and an annual report. A two‐way comparison was conducted between three groups using content analysis.FindingsAnalysis of strategic plans and annual reports revealed that the majority of the libraries in the study produced strategic plans. However, most libraries no longer produce annual reports. Canadian strategic plans were user‐centered, whereas US plans focused on “hot topics”. Themes emerged from the analysis of strategic plans including space planning, offsite storage, assessment, development, and personnel.Research limitations/implicationsDetermining the level to which ARL libraries have strategic credibility is difficult to surmise, since the anticipated number of annual reports did not materialize. Further research is needed to compare what impact strategic plans and marketing strategies have on fundraising.Practical implicationsSeveral tactical methods libraries can implement in order to get the attention of potential donors and funding agencies to support projects and programs include the hiring of a library development officer, contracting with a marketing firm, and greatly improving the quality of communication to clientele.Originality/valueThe paper presents original research and is of value to academic library leaders who want to know about current trends in communicating strategic goals and objectives to their clientele.

Academic Libraries' Strategic Plans: Top Trends and Under-Recognized Areas

“…A review of Canadian and American academic libraries' strategic plans and annual reports against ACRL trends identified space, off-site storage, assessment, development, and staff as emerging themes (Staines, 2009). The study also found that Canadian planning documents incorporated more language around user needs and expectations, suggesting they take a more user-centered approach to planning.…”

Participatory and Ethical Strategic Planning: What Academic Libraries Can Learn from Critical Management Studies

“…Budget pressures, technological transformation, and convulsions within higher education have only continued apace since the 1960s when strategic planning first came into vogue in academic libraries (Saunders 2015). A random sample of ARL libraries in 2009 found that approximately 80 percent had a strategic plan (Staines 2009). In its eighth edition published in 2013, a widely used library management textbook features an entire chapter on strategic planning.…”

Comparative analysis of library marketing studies in Korea and other countries from 2000 to 2013

“…In general, library marketing studies have been primarily focused on public and academic libraries (David and Sagun 2011;Gambles and Schuster 2003;Spalding and Wang 2006;Staines 2009). A range of articles have discussed the application of marketing methods to select academic or public libraries in specific countries (Broady-Preston and Steel 2002;David and Sagun 2011;Koontz, Gupta and Webber 2006;Nkanga 2002;Singh 2003).…”