Academic libraries, people and change: a case study of the 1990s

Abstract

The effective management of change is a crucial issue for academic libraries in the 1990s and beyond, as change is impinging on every aspect of their work. Through a consideration of aspects of organisational theory, changes in academic libraries, and human resource management, this paper demonstrates the pressing need for attention to change and its effect on people, in an organisational setting. A case study is used to illuminate a literature review, and to ground the conclusions of the study in the experiences of staff in an academic library in a time of change. The structure of an organisation and the people within it are identified as the two primary concerns which should be central to any strategy to manage change. The structure should be flexible and organic to allow for innovation and creativity. Additionally, human resource management should aim to minimise the negative impact of change by responding to the needs of staff through communication and information sharing, staff involvement, training and development, and job design.

Citation

Farley, T., Broady‐Preston, J. and Hayward, T. (1998), "Academic libraries, people and change: a case study of the 1990s", Library Management, Vol. 19 No. 4, pp. 238-251. https://doi.org/10.1108/01435129810213343