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Fostering innovation through cultural change

Fostering innovation through cultural change Purpose – The paper aims to demonstrate a range of approaches to promoting innovative thought and action which can be applied in a variety of organisational contexts. Design/methodology/approach – The paper describes strategies adopted by one large academic library which sought to increase employee engagement and levels of innovation. Included is the background situation, a description of cultural change activities undertaken, information on provision of a suite of practical innovation process tools, and reference to relevant literature. Findings – The leadership framework of RMIT University, and associated developmental opportunities, benefit the library which also offers a tailored developmental programme for its leadership group. Specific purpose groups are used in the library to build capacity and promote cultural change. The library promotes involvement in professional associations and supports innovation through the provision of practical tools and techniques which can be used by staff at all levels. Building an innovative culture is challenging in a large organisation, but sustaining effort over time, utilising a variety of approaches and developing positive sub‐cultures among motivated staff have been found to be beneficial. Originality/value – By describing strategies to promote an innovative organisational culture, the paper has originality. Most related library literature addresses specific innovations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Library Management Emerald Publishing

Fostering innovation through cultural change

Julia Leong; Craig Anderson
Library Management , Volume 33 (8/9): 8 – Oct 19, 2012
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8 pages

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-5124
DOI
10.1108/01435121211279858
Publisher site
See Article on Publisher Site

Abstract

Purpose – The paper aims to demonstrate a range of approaches to promoting innovative thought and action which can be applied in a variety of organisational contexts. Design/methodology/approach – The paper describes strategies adopted by one large academic library which sought to increase employee engagement and levels of innovation. Included is the background situation, a description of cultural change activities undertaken, information on provision of a suite of practical innovation process tools, and reference to relevant literature. Findings – The leadership framework of RMIT University, and associated developmental opportunities, benefit the library which also offers a tailored developmental programme for its leadership group. Specific purpose groups are used in the library to build capacity and promote cultural change. The library promotes involvement in professional associations and supports innovation through the provision of practical tools and techniques which can be used by staff at all levels. Building an innovative culture is challenging in a large organisation, but sustaining effort over time, utilising a variety of approaches and developing positive sub‐cultures among motivated staff have been found to be beneficial. Originality/value – By describing strategies to promote an innovative organisational culture, the paper has originality. Most related library literature addresses specific innovations.

Journal

Library Management – Emerald Publishing

Published: Oct 19, 2012

Keywords: Innovation; Organizational culture; Academic libraries; Australia; Libraries; Change management

References

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