Achieving Transformational Change in Academic Libraries


  • Stephen Mossop, University of Exeter, UK

Academic libraries undergo episodes of strategic change. Transformational change may be seen as fundamentally different from other kinds of change. A part of this process is often deep level cultural change. At the individual level this may be traumatic, but at the strategic level, such change can prove essential.

Achieving Transformational Change in Academic Libraries explores the purpose and nature of ‘Transformational Change’ and its exponents, and discusses the benefits and limitations of its place in an academic library setting. The title is divided into five chapters, covering: a definition of transformational change; drivers of transformational change and its place in a strategic change agenda; selling the vision of cultural change; human resource issues and cultural change; and the nature of change as a constant.
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Directors of Library Services; Library Managers at all levels; Company Directors and Senior Managers; Team Leaders


Book information

  • Published: January 2013
  • Imprint: Chandos Publishing
  • ISBN: 978-1-84334-724-8

Table of Contents

Part 1 Transformational change: Planning, processes and people: So what is ‘Transformational Change’? Organisational resistance to change: ‘I wouldn’t start from here!’; Staff resistance to change: ‘That’s not how we do things here…’; It’s all about the people; When does it all end? Part 2 Transformational change: Case studies: Transforming library services: The University of Exeter experience; Leadership to transform our library: A case study from the University Library, University of Saskatchewan, Canada; Transforming library services: the University of Central Lancashire experience.