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Article
Publication date: 13 May 2024

Efren Torres Jr. and Christine Abrigo

This study focuses on developing a scale that encompasses aspects of readiness to change by library management in dealing with the next normal scenario in libraries. It…

201

Abstract

Purpose

This study focuses on developing a scale that encompasses aspects of readiness to change by library management in dealing with the next normal scenario in libraries. It investigates measuring change readiness in terms of library service operations, workflows, administration, programs and spaces, which can give an overview of a library institution's preparedness to meet new roles and expectations.

Design/methodology/approach

The descriptive quantitative research was employed using a two-phase approach. It attempts to design an instrument referred to as change-readiness instrument for library managers (CRILM), which was derived from an original self-developed questionnaire consisting of a 20-item readiness-for-change attributes. Validity and reliability of CRILM were tested using Exploratory Factor Analysis and Cronbach’s Alpha. Sample size calculation was employed to determine the required number of subjects to participate in the study. Library managers who are head librarians from different types of libraries were the target samples. Content validation of the items was conducted for suitability and context.

Findings

CRILM was tested both valid and reliable. The initial results yielded from the respondent sample indicated that CRILM is deemed suitable for measuring change-readiness among library managers and libraries. The factor-analyzed items were grouped into three subscales based on their characteristics, namely, flexibility in work and services, learning support readiness and adaptive to changing service environments.

Research limitations/implications

CRILM covered the major domains and constructs of change readiness in the context of a library setting. However, the scale should be subjected to further testing and use by a wider target group to strengthen its usability and confidence level. Item analysis was not employed.

Practical implications

The results of the study offer help to library managers in assessing the readiness of their organizations to effectively manage change and be future-ready.

Originality/value

This study attempts to bridge the gap in readiness-for-change instruments by introducing a scale in the library service environment as a potential contribution in the practice of library management.

Details

Library Management, vol. 45 no. 5
Type: Research Article
ISSN: 0143-5124

Keywords

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Article
Publication date: 22 March 2022

Christine Abrigo and Efren Torres

This paper seeks to explore how library management in academic and school institutions has been adapting to the changes brought about by the global COVID-19 pandemic. It discusses…

808

Abstract

Purpose

This paper seeks to explore how library management in academic and school institutions has been adapting to the changes brought about by the global COVID-19 pandemic. It discusses how their priorities have shifted in reinventing their strategic plans and innovative library responses; and their readiness to meet new expectations to support their communities, as necessitated by the changes.

Design/methodology/approach

Employing the change readiness concept as a framework, it encompasses inquiry into the library management's response to the changes in the service and work environments at the onset of change, while in the process of adapting to the current changes, and readiness to the perceived changes in the next normal future service environment. Quantitative design was employed for this study, and self-selection strategy as a non-probability sampling technique was used in collecting data from respondents. Target respondents were head librarians. An online questionnaire was used as instrument for data gathering, which was tested valid and reliable.

Findings

Findings reveal that respondents have achieved quite a lot in preparing to adapt to change and generally agree that they are ready to deal with the perceived, future-wise changes in all aspects.

Research limitations/implications

The study was open to all types of libraries as subjects; however, one-person libraries were excluded. Being self-selected, the respondent group for this study is not a true representative of the target population. Data analysis was strictly based on the gathered results.

Practical implications

The study offers insights on the value of integrating measures pertinent to the emergence of new roles and needs in the changing service environment.

Originality/value

The results of the study are seen to have a potential contribution to the library organization's growth as they oversee their operations, prospectively.

Details

Library Management, vol. 43 no. 3/4
Type: Research Article
ISSN: 0143-5124

Keywords

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Article
Publication date: 12 November 2024

Aleksandar Radic, Sonali Singh, Nidhi Singh, Antonio Ariza-Montes, Gary Calder and Heesup Han

This study illustrates the conceptual framework that expands the knowledge of the fundamental components that describe how AI-driven servant leadership (SEL) influences the job…

128

Abstract

Purpose

This study illustrates the conceptual framework that expands the knowledge of the fundamental components that describe how AI-driven servant leadership (SEL) influences the job resources (JR), work engagement (WE) and job performance (JP) of tourism and hospitality employees.

Design/methodology/approach

The empirical study was conducted on a sample of 953 international tourism and hospitality employees who were selected via a purposive and snowball sampling approach in a cross-sectional survey. The analysis was performed using a partial least square-structural equation modeling.

Findings

The results of this study confirmed the positive impact of AI-driven SEL on employee JR with the boundary conditions of AI-driven SEL.

Practical implications

This study finding assists tourism and hospitality practitioners in understanding that in the near future, AI will have a major effect on the nature of work, including the impact on leadership styles. Hence, AI-driven SEL holds both positive (through direct impact on JR) and negative (via boundary conditions) impacts on employees’ JP and ultimately organizational success. Accordingly, managers should employ AI-driven SEL to increase employees’ JR, and once employees achieve high WE, they should constrict AI-driven SEL boundary conditions and their influence between JR and WE and WE and JP.

Originality/value

This study offers a novel and original conceptual model that advances AI-driven social theory, SEL theory and job demands-resources (JD-R) theory by synthesizing, applying and generalizing gained knowledge in a methodical way.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

Keywords

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