Access the full text.
Sign up today, get DeepDyve free for 14 days.
D. Waddell, A. Sohal (1998)
Resistance: a constructive tool for change managementManagement Decision, 36
J. Kotter (1996)
Why Transformation Efforts FailJournal of Product Innovation Management, 2
J. Kotter (2009)
Leading change: why transformation efforts failIEEE Engineering Management Review, 37
P. Senge, A. Kleiner, C. Roberts, Richard Ross, George Roth, Bryan Smith, Elizabeth Guman (1999)
The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations
P. Senge (2000)
The Dance of Change
J. Kotter, Dan Cohen (2002)
The Heart of Change: Real-Life Stories of How People Change Their Organizations
D. Coghlan (1993)
A Person‐centred Approach to Dealing with Resistance to ChangeLeadership & Organization Development Journal, 14
C. Harbottle (1991)
Managing Transitions: Making the Most of ChangeJournal of the Operational Research Society, 44
L. Perren (1996)
Resistance to change as a positive force: its dynamics and issues for management developmentCareer Development International, 1
Purpose – The purpose of this paper is to review the organisational change processes in an academic library in the context of change management theory. Design/methodology/approach – The process of achieving organisational change in La Trobe University Library, a medium‐sized Australian academic library is examined. The focus is the library's experience of effecting wide reaching changes in interconnected areas of organisational structure, client services delivery and the physical service environment and facilities. The drivers for undertaking change in service delivery are outlined and the changes that have been implemented are discussed. The practical experience of achieving change is examined using the framework of key change management theory and expert advice. Findings – La Trobe University Library has been a leader in innovative service delivery and an early adopter of technologies to improve services; however it had not previously experienced significant organisational change. The library initiated a number of strategies to address resistance to the changes, achieving some success. Workshops for staff to better understand and cope with change were introduced. Extensive consultation and communication with staff was undertaken; finding the balance between perceived inadequate communication with staff and communication overload was a challenge. People are the key factor to success in any organisational change and the library's experiences confirmed the need to attend to the people element in any change process. Planning and leadership were core elements to achieving successful change. Originality/value – The paper provides a useful comparison between management theory and expert advice on organisational change and the practical experience of a library.
Library Management – Emerald Publishing
Published: Jan 10, 2008
Keywords: Change management; Organizational change; Organizational structures; Academic libraries; Australia
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.