Chapter
1.2 Historical Background of Library Management
1.3 Past Core Research on the History and Theories of Library Management: The 1900s to the 1950s
1.4 Modern Strategic Management: After the 1960s
1.5 Object of Analysis and Framework of Analysis in this Book
2 Influence of Business Management Theories on Libraries from 1960s to 2010s
2.1 Objectives and Framework of Analysis
2.2 Citation Analysis Findings
2.2.1 Type of Organisation
2.2.2 Management Area in Library Management Textbooks
2.2.3 Management Philosophers/Authors
3 Incompatibility of Business Management Theories in Library Management
3.1 Objectives and Framework of Analysis
3.2 Bibliometric Analysis and Case Studies: General Methods
3.4 Management Theories in the 1960s
3.4.1 Long-Range Planning
3.4.1.1 The Management Theory of Koontz and O’Donnell (1960)
3.4.1.2 The Management Theory of the American Library Association
3.4.1.3 Planning Programming Budgeting System (Young, 1976)
Case Study: The Denver Public Library (Kemper, 1967)
Case Study: The University of Colorado Library (Kemper, 1967)
Case Study: University A (The University’s Name was Confidential) (Young, 1976)
3.4.1.4 Conclusions About Using Long-Range Planning
3.4.2 Management by Objectives
3.4.2.1 Case Study: The Pennsylvania State University Libraries (Johnson, 1973)
3.4.2.2 Case Study: The Houston Academy of Medicine–Texas Medical Center Library (Lyders, 1979)
3.4.2.3 Conclusions About Management by Objectives
3.4.3.1 Case Study: Examples of Applying Game Theory to Library Networks (1980)
3.4.3.2 Case Study: Cooperative Game Theory and Library Decision-Making (2003)
3.4.3.3 Conclusions About Using a Management of Game Theory
3.5 Management Theories in the 1970s
3.5.1 Strategic Planning and Strategic Management
3.5.1.1 Case Study: Pennsylvania State University Libraries (Cline & Meringolo, 1991 Gannaro, 1989)
3.5.1.2 Case Study: University Library of California, Riverside (Gardner, 1989)
3.5.1.3 Case Study: University of Iowa Libraries (Gardner, 1989)
3.5.1.4 Conclusions About Using Strategic Planning/Strategic Management
3.5.2 Library Management Evaluation Theories
3.5.2.1 ALA Management Evaluation Theories
3.5.2.2 ISO 11620 (ISO, 2014)
3.5.2.3 ARL Management Evaluation Theory: Management Review and Analysis Program (Johnson & Mann, 1980)
3.5.2.4 Lancaster Library Management Evaluation Theory
3.5.2.5 SERVQUAL (Carman, 1990 Parasuraman, Berry, & Zeithaml, 1991 Parasuraman, Zeithaml, & Berry, 1988, 1994 Zeithaml, Pa ...
3.5.2.6 Hernon’s Library Management Evaluation Theory (Hernon & Altman, 2010 Hernon & Dugan, 2004)
3.5.2.7 LibQUAL+ (Association of Research Libraries, n.d. Cook, 2001)
Case Study: Cornell University Libraries (Ross, 1976)
Case Study: University of Massachusetts Amherst Libraries (Fretwell, 1976)
Case Study: University of Connecticut Library (Stevens, 1975)
Case Study: Yale University Libraries (Nitecki & Hernon, 2000)
Case Study: Duke University Medical Center Library (Holmgren, Murphy, Peterson, & Thibodeau, 2004)
3.5.2.8 Conclusions About Using Library Management Evaluations: Performance Indicators, Measurements and Evaluations
3.6 Management Theories in the 1980s
3.6.1 Competitive Strategy and Value Chain
3.6.1.1 Case Study: Analysis of Libraries Based on Competitive Strategy (Cronin, 1989)
3.6.1.2 Case Study: Environmental Analysis based on Competitive Strategy (Flower, 2004)
3.6.1.3 Conclusions About Using Competitive Strategy and Value Chain
3.6.2 Peters and Waterman’s Eight Excellence Attributes
3.6.2.1 Case Study: Richard F. Barter’s Study (Barter, 1994)
3.6.2.2 Conclusions About Using Eight Excellence Attributes
3.7 Management Theories in the 1990s and the 2000s
3.7.1 Business Process Re-engineering
3.7.1.1 Case Study: Wright State University (Winters, 1994)
3.7.1.2 Case Study: Stanford University Libraries (Winters, 1994)
3.7.1.3 Case Study: University of Illinois at Chicago (Zuidema, 1999)
3.7.1.4 Case Study: Denver Public Library (Sarling, 2005)
3.7.1.5 Conclusions About Using Business Process Re-engineering
3.7.2.1 Case Study: University of Nebraska–Lincoln Libraries (Giesecke & McNeil, 1999)
3.7.2.2 Other Case Studies of Core Competency
3.7.2.3 Conclusions About Using Core Competency
3.7.3 Organisational Learning/Learning Organisation
3.7.3.1 Case Study: Teton County Library (Bernfeld, 2004)
3.7.3.2 Case Study: University of Nebraska–Lincoln Libraries (Giesecke & McNeil, 2004)
3.7.3.3 Other Case Studies of Organisational Learning/Learning Organisation
3.7.3.4 Conclusions About Using Organisational Learning/Learning Organisation
3.7.4 Community of Practice
3.7.4.1 Case Study: Texas A&M University Libraries (Goodwin & Gola, 2008)
3.7.4.2 Case Study: University of Minnesota Libraries (Johnson, 2007)
3.7.4.3 Conclusions About Using a Community of Practice
3.8 Problems With Applying Business Management Theories to Library Management
3.8.1 The Influence of Commercial Enterprise-Focused Strategic Management Theories on Libraries
3.8.2 The Shortcomings of Strategic Management in Library Management
3.8.3 Suitable Management Theories for Libraries
3.8.4 Time Taken for Commercial Enterprise-Focused Management Theories to be Applied to Libraries
3.8.5 Management Theories of Little Interest to Library Managers
4 Evolution of Library Organisation and Librarian Specialities
4.1 Analysis of Organisational Structures and Functions
4.1.1 Case Analysis Method: Overcoming the Disadvantages of Case Analysis
4.1.2 The Research Subjects for Case Analysis
4.2 Harvard Library: 1960s–2010s
4.2.1 Organisation and Functions of Harvard Library (1960)
4.2.2 Organisation and Functions of Harvard Library (1980)
4.2.3 Organisation and Functions of Harvard Library (1991)
4.2.4 Organisation and Functions of Harvard Library (2001)
4.2.5 Organisation and Functions of Harvard Library (2009)
4.2.6 Organisation and Functions of Harvard Library (2012)
4.3 Columbia University Libraries: 1960s–2010s
4.3.1 Organisation and Functions of Columbia University Libraries (1962)
4.3.2 Organisation and Functions of Columbia University Libraries (1997)
4.3.3 Organisation and Functions of Columbia University Libraries (2011 and 2016)
4.4 National Diet Library: 1960s–2010s
4.4.1 Organisation and Functions of the NDL (1952)
4.4.2 Organisation and Functions of the NDL (June 1959)
4.4.3 Organisation and Functions of the NDL (1963)
4.4.4 Organisation and Functions of the NDL (1978)
4.4.5 Organisation and Functions of the NDL (June 1986 to April 2000)
4.4.6 Organisation and Functions of the NDL (April 2002)
4.4.7 Organisation and Functions of the NDL (April 2008)
4.4.8 Organisation and Functions of the NDL (October 2011)
4.5 New York Public Library: 1960s–2010s
4.6 Boston Public Library: 1960s–2010s
4.7 Tokyo Metropolitan Library: 1960s–2010s
4.8 University of Massachusetts Amherst Libraries: 2000s–2010s
4.9 Evolution of Library Organisation
4.9.1 Subject-based Organisational Structure
4.9.2 Media-based Organisational Structure
4.9.3 Function-based Organisational Structure
4.9.4 Region-based Organisational Structure
4.10 Adaptations in Library Operations
4.11 Absorption of Technology and Inclusion of Digital Media
4.12 The Introduction of New Media and Ease of Adoption of Organisational Structures and Operations
5 General Strategies and Specific Strategies for Libraries
5.1 Overview of Strategies for Libraries
5.2 General Strategies for Libraries
5.3 Specific Strategies for Libraries
5.3.1 Subject Specialisation
5.3.2 Equalising Social Opportunities
5.3.3 Consultation Services
5.3.4 Sophisticated Research Services
5.3.5 Expanding Editing and Publishing Functions
5.3.6 Enhancing Visitor Facilities
5.3.7 Service and Operational Improvement
Inherent Strategies in Library Management
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