Achieving Cultural Change in Networked Libraries

Citation

Koren, M. (2004), "Achieving Cultural Change in Networked Libraries", Journal of Documentation, Vol. 60 No. 1, pp. 96-97. https://doi.org/10.1108/00220410410516699

This is a book, which deals with the cultural change in library and information services owing to the advent of globally networked information. Whereas many publications address the technical and commercial aspects of networked services, the editors brought together a number of contributors who take the cultural and human aspects related to change into account.

 The core source to the theme of the book are the reports and experiences from the Training and Awareness Programme in networks (TAPin), a collaborative project based on a consortium of six West Midlands Universities. The main aim was to improve the quality of teaching and research staff output by identifying staff information needs and developing their information skills. The end‐user perspective of academics and students was included as well, focussing on the awareness of networked information sources appropriate to specific disciplines. The project was coordinated and managed by the Centre for Information Research and Training, University of Central England, Birmingham.

The outcomes proved to be useful for a wider range of topics, hence this elaborated book, which explores both individual and social aspects of using electronically networked academic and research information. What are the main pre‐existing cultural dispositions which inhibit optimum interaction between users and such electronic resources, is the leading question.

The book starts with an interesting historical background to the various types of educational institutions, with differences in institutional culture, which already have an impact on the way in which library services are perceived and executed.

Other chapters include a survey of the type of technological changes and the reception by various units. Technical conversion into the digital library shows the difference between service and technical orientation and is one of the reasons for non‐mergers of library and computer departments. Qualitative case studies, including comments on the changes perceived by librarians and academic staff, and cultural audits are some of the presented tools.

Some chapters draw attention to the possible use of theories of communication, dissemination of information, e.g. change agents and learning organisations to get a better grip on the organisational culture and necessary changes.

On the whole, the book offers an abundance of research surveys, reference literature, models, matrices and other sources for further study. It seems that the results of the TAPin project have encouraged and stimulated further academic research to have a closer look, e.g. at the cultural change in special libraries, the responses of the academic staff and other stakeholders, and the collaboration and networked communication.

The research is limited to academic libraries. It would be interesting to research and compare the cultural change process in public libraries, as they have started earlier to be more “people‐” than “book‐focused”.

In spite of all the models and tools presented, one wonders how many library managers will take the time to study them thoroughly. Although not difficulty written, the publication remains most appropriate for an academic environment: researchers and students of library and information studies will find a wealth of information. Library managers might still need another accessible book to improve their knowledge and skills for organisational change.