Alison Nussbaumer and Wendy Merkley
The paper seeks to document the process and strategies used to create transformational change at the operational, organizational and cultural level.
Abstract
Purpose
The paper seeks to document the process and strategies used to create transformational change at the operational, organizational and cultural level.
Design/methodology/approach
The vision of transformational change was guided by three principles: building it today, adding value, and aligning with the university's strategic plan.
Findings
During a 2008‐2009 internal review it became clear that current services and systems were inhibiting the ability to move forward. To overcome this inertia, eight strategies were developed to lay the foundation for transformational change. These included: creating a framework for change, leveraging outside expertise, building a leadership team, designing a new organizational structure, influencing organizational culture, managing transition, forming operational teams and workgroups, and reflections. The greatest challenge has been to manage library staff fears and expectations. Dealing with both passive and active resistance has required flexibility and a commitment on the part of library administration to engage staff in an ongoing dialogue to clarify the vision and to encourage staff to see change as serving both the library's interests and their own self‐interest.
Originality/value
The value of this paper is in showcasing tools and strategies for transforming an academic library's organizational culture and structure.
Details
Keywords
Patricia M. Schütte and Stefan U. Willmes
This paper aims to explore interorganisational collaboration on event security in Germany. Therefore, it focusses on perceptions of representatives from emergency and law…
Abstract
Purpose
This paper aims to explore interorganisational collaboration on event security in Germany. Therefore, it focusses on perceptions of representatives from emergency and law enforcement agencies (ELEAs) as well as commercial event stewards and security providers (ESSPs) who work together in the area. The following questions are addressed in this paper: how do the actors perceive inter-organisational collaboration on event security? In these actors' view, what factors define collaboration?
Design/methodology/approach
For this study, a literature review was carried out on success-critical factors of inter-organisational collaboration at security-related settings. The results have been grouped into categories, which are assigned to sociotechnical core elements. These are the basis of a qualitative content analysis of 47 semi-structured interviews with ELEA and ESSP representatives in the context of 15 major events in Germany.
Findings
The findings support the assumption that interorganisational collaboration on event security theoretically and in the perception of on-site experts emerges as a sociotechnical system within the setting of major events. Successful collaboration is determined by human, technical and organisational factors, which interconnect the collaborating actors and ideally stabilise their work relations.
Originality/value
This article contributes to the literature regarding event and security research. The results provide insights into hitherto under-represented perspectives of stakeholders on collaboration in event security. The sociotechnical category system adds an approach for the systematic analysis of interorganisational security production.