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Academic libraries and innovation: A literature review
Academic libraries are facing times of unprecedented challenge and unparalleled change. Innovation has moved from a consideration to a necessity. And yet, academic libraries continue to operate in a climate of declining budgets and increasing costs. In such a resource-scarce environment, academic library leaders are under pressure to make wise decisions in regards to how innovations are adopted and implemented in their libraries. To help inform these decisions and to highlight areas of future research, this study reviews the literature on academic libraries and innovation. The information presented will assist library leaders in making decisions that affect innovation and it will highlight areas for further research. While there has been an uptick in the number of high quality studies on this topic since 2010, significant research remains to be done if the literature is going to help chart the direction for innovation in academic libraries.
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Innovations are critical for public libraries but rarely does any primary research study the scope and interpretation of the term “innovation” by public libraries. Also, few of the existing innovation typologies are based on data collected from public libraries. This study fills in the gap by eliciting 80 innovations reported by the administrators of 108 award-winning public libraries in the United States, and proposes the first organic classification of innovations for public libraries, with the following four types of innovations: Program (access-oriented/use-oriented), Process (efficiency-driven/effectiveness-driven), Partnership (internal/external), and Technology (web-based technologies/assistive technologies/artificial intelligence). Findings can advance the state of innovations in libraries.
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Innovation is often thought of as doing something completely new. In fact, innovation may also be viewed as an iterative process that builds on existing knowledge and, through trial and error and incremental successes, makes something better. This iterative process is the focus of this paper that expand on our presentation given at the 2016 Conference for Entrepreneurial Librarians. Using the Helsinki Bus Station Theory and other perspectives as the framework for exploring how innovation and entrepreneurship can be applied to libraries, the authors identified activities that initiate and encourage innovation in library settings. Conference attendees learned techniques for implementing interactive innovation.
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Abstract: The University of Illinois at Urbana-Champaign closed its Library & Information Science Library and replaced it with a virtual library and an embedded librarian. A year later, a survey of the faculty and staff of the Graduate School of Library and Information Science (GSLIS) and the University Library assessed how well the new service model meets faculty needs.
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Based on a review of the business literature on innovation, the authors identified the following measures of a library’s innovativeness: Journal of Library Innovation, Volume 6, Issue 1, 2015 25 f 1. Staff propensity for change, as measured by attitude towards change and recognition by peers as a change agent. 2.
Academic libraries are facing times of unprecedented challenge and unparalleled change. Innovation has moved from a consideration to a necessity. And yet, academic libraries continue to operate in a climate of declining budgets and increasing costs. In such a resource-scarce environment, academic library leaders are under pressure to make wise decisions in regards to how innovations are ...