Approaches to Negotiating Change Through Evolving Library Management Styles in Australian University Libraries

Abstract

A Review of:
Gunapala, M., Montague, A., Reynolds, S., & Vo-Tran, H. (2020). Managing change in university libraries in the 21^st century: An Australian perspective. Journal of the Australian Library and Information Association, 69(2), 191-214. https://doi.org/10.1080/24750158.2020.1756598

Objective – Investigating current change management practices to create a conceptual management framework for the 21^st century.

Design – Interviews using a qualitative constructivist approach.

Setting – Australian university libraries.

Subjects – Chief university librarians of 18 public universities out of 37 in Australia.

Methods – Chief university librarians in more than half of the public university libraries in Australia were interviewed. The interviews were completed face-to-face using a semi-structured questioning approach, based on themes and concepts derived from the literature review. Observation data were also gathered through physical visits to the libraries. The data analysis was conducted using two Microsoft Excel matrices, one grouped thematically and the other populated with relevant literature review commentary when it aligned with interviewee commentary. The conceptual framework used to guide the research is made up of six fundamentals of performance improvements to effectively manage change: resources, relevance, stakeholders, strategy, government policy, and university infrastructure. The research focused on current change management practices of chief librarians as they address these issues.

Main Results – The research revealed that the influence of, or the relationship between, the factors affecting changing university library environments creates a complex administrative environment where decision making addressing one of the fundamentals can have negative unintended consequences in one or more of the other key areas. The authors note that the literature and views of the informants show a change in the objectives of the future academic library characterized by, but not limited to, initiatives that are designed to meet changing needs of a diverse group of stakeholders. These objectives must be “innovative” and “add value to the university business rather than continue to do what was traditionally done” (Gunapala et al., 2020, p. 203).

Conclusion – The authors profess that the study provides theoretical insight to help library leaders address the many challenges currently in place and emerging across the Australian university library landscape. They assert that the research reveals the need to shift focus from a more traditional transactional oriented model to an engagement orientated model, due to the introduction of market forces coupled with declining public funding. They conclude by claiming to provide a theoretical framework that when practically implemented will allow library leaders to successfully navigate and negotiate emerging changes across the spectrum of higher education.