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4th Shanghai International Library Forum 08 PDF

113 Pages·2008·2.263 MB·English
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lm cover (i).qxd 09/12/2008 08:37 Page 1 ISSN 0143-5124 Volume 30Number 1/2 2009 Library Management The Fourth Shanghai International Library Forum October 2008 www.emeraldinsight.com Library Management ISSN 0143-5124 Volume 30 Number 1/2 2009 The Fourth Shanghai International Library Forum October 2008 Editor Stephen O’Connor Access this journal online__________________________ 3 CONTENTS Editorial advisory board ___________________________ 4 Editorial ___________________________________________________ 5 Refocusing for the future: meeting user expectations in a digital age PeterEdward SidorkoandTinaTao Yang __________________________ 6 Local touch and global reach: the next generation of network-level information discovery and delivery services in a digital landscape Jian WangandAdriene Lim______________________________________ 25 ERM system implementation in a consortium environment GuoyingLiu____________________________________________________ 35 Learning Library 2.0: 23 Things @SCPL Hui-LanH. Titangos andGailL. Mason ____________________________ 44 Library managers and information in World 2.0 SuzieAllard____________________________________________________ 57 Access this journal electronically Thecurrent andpast volumes ofthis journalare available at: www.emeraldinsight.com/0143-5124.htm Youcan also search more than 195 additional Emeraldjournals in EmeraldManagement Xtra (www.emeraldinsight.com) See pagefollowing contents for full details ofwhat your access includes. Libraries’ role in equalizing access to information CONTENTS Susan E.Russell andJie Huang____________________________________ 69 continued Performance evaluation: a case study of Lee Kong Chian Reference Library, National Library of Singapore Lin MuiLaw,Vicky Xiaohang GaoandHui LingNg __________________ 77 Internationalization in higher education and global access in a digital age Ellen H.Hammond______________________________________________ 88 Information and digital literacy: a stumbling block to development? A Pakistan perspective Kanwal AmeenandG.E. Gorman__________________________________ 99 www.emeraldinsight.com/lm.htm Asasubscribertothisjournal,youcanbenefitfrominstant, Structuredabstracts electronicaccesstothistitleviaEmeraldManagementXtra.Your Emeraldstructuredabstractsprovideconsistent,clearand accessincludesavarietyoffeaturesthatincreasethevalueof informativesummariesofthecontentofthearticles,allowing yourjournalsubscription. fasterevaluationofpapers. 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Fax+44(0)1274785201 LM EDITORIAL ADVISORY BOARD 30,1/2 SvanhildAabø DrWuJianzhong AssociateProfessor,OsloUniversityCollege, Director,ShanghaiLibrary,Shanghai,China Norway ProfessorJaneE.Klobas ProfessorA.A.Alemna ProfessorialFellow,UniversityofWestern DepartmentofLibraryandArchivalStudies, AustraliaandAlbertoDondenaResearchFellow, 4 UniversityofGhana BocconiUniversity,Milan,Italy AlexByrne ProfessorPeterLor UniversityLibrarian,UniversityofTechnology, DepartmentofInformationScience,Universityof Sydney,Australia Pretoria,SouthAfrica ProfessorChuanfuChen ProfessorTamikoMatsumura DeanofSchoolofManagement,WuhanUniversity, EmeritusProfessor,UniversityofLibraryand Wuhan,China InformationScience,Tokyo,Japan ProfessorHsueh-huaChen NickMoore DepartmentofLibraryandInformationScience, Acumen,Somerset,UK UniversityLibrarian,NationalTaiwanUniversity, ProfessorDennisN.Ocholla Taiwan Head,DepartmentofLibraryandInformation ProfessorHuanwenCheng Science,UniversityofZululand,SouthAfrica DirectorofSunYat-senUniversityLibrariesand ProfessorNielsOlePors ProfessorattheDepartmentofLibraryand RoyalSchoolofLibraryandInformationScience, InformationScience,SunYat-senUniversity, Copenhagen,Denmark Guangzhou,China BernardF.Reilly ProfessorChunWeiChoo President,TheCenterforResearchLibraries, FacultyofInformationStudies,Universityof Chicago,IL,USA Toronto,Toronto,Canada ProfessorGuchaoShen DrG.EdwardEvans ProfessorofDepartmentofInformation EmeritusAssociateAcademicVice-Presidentfor Management,NanjingUniversity,Nanjing,China LibrariesandInformationResources,Charlesvon derAheLibrary,LoyolaMarymountUniversity, DrColinStorey LosAngeles,USA UniversityLibrarian,ChineseUniversityofHong Kong DrPaulGenoni SeniorLecturerinInformationStudies,Curtin ProfessorAmosThapisa UniversityofTechnology,Perth,Australia Director,CentreforAcademicDevelopment, UniversityofBotswana,Gaborone,Botswana DrG.E.Gorman ProfessorofLibrary&InformationManagement, ProfessorRobertUsherwood SchoolofInformationManagement,Victoria DepartmentofInformationStudies,Universityof UniversityofWellington,NewZealand Sheffield,Sheffield,UK DrDineshK.Gupta PenttiVattulainen AssociateProfessor,DepartmentofLibrary& Director,NationalRepositoryLibrary,Finland InformationScience,VMOpenUniversity,India VickiWilliamson DeanandUniversityLibrarian,Universityof DrKenHaycock ProfessorandDirector,SchoolofLibraryand SaskatchewanLibrary,Saskatoon,Canada InformationScience,SanJoseStateUniversity,CA, DrXiaolinZhang USA ExecutiveDirectorofNationalScienceLibraryof SueHenczel theChineseAcademyofSciences,Beijing,China Manager,FacultyServices,DeakinUniversity, ProfessorQiangZhu Australia DirectorofthePekingUniversityLibrary,Beijing, China Mag.LuisHerrera Director,BibliotecaCentral,UniversidadNacional delSur,Bah´ıaBlanca,Argentina LibraryManagement Vol.30No.1/2,2009 p.4 #EmeraldGroupPublishingLimited 0143-5124 Editorial Editorial The articles which are encased in this double issue were specially selected from the many papers selected for the 4th Shanghai International Library Forum. The papers 5 are all recommended to you, thereader. LibraryManagementhasbeenveryfortunatetohavebeenabletoworkcloselywith theShanghaiLibraryandtobeamemberoftheForum’sProgramCommittee.Itisa verypositiverelationship.IwouldespeciallyliketothankDrWuJianzhongwhoisthe DirectoroftheShanghaiLibrary.Onaday-to-daybasisIhavehadthestrongsupport of Ms Ren Xiapei, who is the Associate Director in the International Cooperation Division,ensuring asmooth translationinto the professional literature. Conferences such as this are building a strong reputation in the region building bridgesbetweenthestronglibraryprofessioninChinaandthatoftheWesternlibrary literatures. The SILF is to be strongly commended for their vision and energy in creating andnourishing this opportunity for professionalexchange. Stephen O’Connor LibraryManagement Vol.30No.1/2,2009 p.5 qEmeraldGroupPublishingLimited 0143-5124 Thecurrentissueandfulltextarchiveofthisjournalisavailableat www.emeraldinsight.com/0143-5124.htm LM Refocusing for the future: meeting 30,1/2 user expectations in a digital age Peter Edward Sidorko and Tina Tao Yang 6 The University of Hong Kong, Hong Kong, PRC Received29July2008 Abstract Revised25August2008 Accepted4September2008 Purpose–ThepurposeofthispaperistodescribethechangesadoptedinamajorAsianacademic library aimedatmakingthelibrary more responsive toevolving andgrowing clientneeds, andto positioningthelibraryasakeyplayeroncampusintermsofteachingandlearningsupport. Design/methodology/approach–Followingaperiodoforganizationalrestructuring,thelibrary embarkedonaseriesofclientfocusedservicesspecificallyaimedatenhancingitsroleinteachingand learningsupport. Findings–Thearticledrawsonanumberofpreviouslyexistingandnewservicesintroducedbythe library,anddemonstratesgrowthintheirusage.Furtherevidenceofsuccessishighlightedthrough three consecutivebiannual user survey results which demonstrate anincreasing responsiveness to userexpectations. Researchlimitations/implications–Whilemanyofthenewserviceshavebeenwellreceived,the findings require further examination to ensure that the services continue to create value for the organizationandthatthelibrarysustainsitsrole. Practicalimplications–Thispaperreinforcestheperspectivethat,inordertosucceedandremain relevant, academic libraries must continue to evolve and to position themselves within their organizationssothattheyarerecognizedasimportantplayersinteachingandlearningprocesses. Originality/value–This article provides one possible model for other libraries to follow in attemptingtorepositionthemselveswithintheirorganizations. KeywordsAcademiclibraries,Changemanagement,Informationservices, Organizationalrestructuring,China PapertypeCasestudy Background The University of Hong Kong Libraries enjoys a long and distinguished history. Librariesacrosstheglobeareofcoursefacingseismicchangethatdoesnotappearto beabating,butratherapproachingadramaticcrescendo.Aswebecomeembeddedin the era of the “digital native” (Prensky, 2001) there is a tendency to believe that librariesarenolongerrelevantoratleastlessrelevantthantheypreviouslywere.This, wewouldargue,istrueoflibrariesthathavefailedtocapitalizeonsuchchangesand realignthemselvestomeettherapidlychangingneedsoftoday’susers.Inthispaper wewilloutlinehowTheUniversityofHongKongLibrariesstrovetomakeitselfmore relevant within an environment that viewed it as complacent, traditional, non-responsive,inwardly focused and bureaucratic. We sought to turn this perception around for a number of reasons: we wanted to reconnectwithouruserstomorefullyunderstandandmeettheirneeds;wewantedto LibraryManagement beabletodemonstratetoourstakeholdersthatwewereasrelevanttodayasweever Vol.30No.1/2,2009 were;and,wewantedtoensurethatasanorganizationwewerenotonlyresponsiveto pp.6-24 qEmeraldGroupPublishingLimited currentneedsbutthatwewerereadilyadaptableforthefuture.Wewantedtobe,and 0143-5124 to be seen to be, innovative, friendly and highly relevant. DOI10.1108/01435120910927484 Restructuringand reengineeringof library services: putting servicefirst Meeting user In 2001 a new university librarian was appointed followed by a new deputy. Upon expectations in a arrival of the new librarian a number of changes happened in quick succession: digital age technical services that had been highly decentralized to branches and departments were largely centralized; meeting structures were radically altered with a view to high levels of participation; open discussion groups for specific library functions were created; reassignments of responsibilities to the deputies; a new and ambitious 7 strategic plan was developed. While successes had been achieved through these changes, it was felt that more was needed. In 2003 we enlisted the services of a library consultant expert who reviewed our organizational structure and delivered a report with numerous recommendations. We already knew that we had to adopt a more flexible approach in terms of both our structure and indeed attitudes. Such flexibility was seen as important due to the anticipated “increased rate of change and the high levels of uncertainty” for the future and because a flexible approach can help to minimise any negative affect caused by these two factors (Walton, 2007, p. 166). The consultant commented that, despite all the changes that had already been introducedintherelativelyshortperiodofjust17months,theLibrariesremainedas“a stablehierarchywithastrongverticalorientation”andwith“averystrongpulltoward the traditional, functionally based organization”. With an overall aim of making the Librariesa“moreagileandresponsiveorganization”weweretold,amongotherthings, that: . Our structure should be focused on and organized around the customers and their needs rather than focusedon internal functions. . The Libraries should move away from rank- andposition-based assignments. . Equitablestaffingdistributionshouldbebasedondataratherthanperceptions and history, particularly data about the effect of staffingon customers. . Barriers to effective horizontal communicationwill have to be taken down. . Supervisors and those who charge project groups hold themselves somewhat aloof from those who are actually doing the work and “bosses” should roll up their sleeves. Followingthisreportaseriesofforumsandworkshopswereheldthatculminatedina special “organizational retreat” to address these issues and derive a new structure. Following on from these efforts we: . integrated Serials with the Acquisitions Department (to be the newly renamed Acquisition Services Department); . integrated Interlibrary Loans/Photocopying with Circulation Department (to be renamed Access Services Department; and . fully integrated the functions performed by our East Asian Library, the Fung Ping Shan Library, into those of the main library. Wewanted tobuildanorganizationalstructure thatwouldbelessrigid,functionally based and more flexible. We created a team structure that was largely built around four key areas: LM (1) amain library services team; 30,1/2 (2) atechnical support services team; (3) abranch librariesservices team;and (4) acollectiondevelopment team. 8 In addition to these we established several other supporting teams including: the administration services team; the IT in learning support team; the libraries fund raisingandpublicrelationsteam;thelibrarieseffectivenessassessmentteam;andthe recordsmanagement team. Severaloftheseteams,e.g.theITinLearningSupportTeam,drewuponindividuals fromthefourmajorteamsandsoughttodrawlessonhierarchyandmoreonexpertise and interest. Inasemi-formalsense, this team is reflective of amatrix type structure that the Library’smanagementwas keento adopt. With these changes we were able to free up several librarian positions to take on some new roles including: . Threesubjectlibrarianswhosechargeitistocatertothebroadestofinformation needs of their respective faculties including liaison, representation on faculty committees,collectiondevelopment,specializedreference,researchassistance,in depthconsultations andinstructioninhowtogetthemostoutoftheLibraries’ information, services, and collections. . Information skills/literacy coordinator who not only coordinates information literacy within all the libraries but also seeks out opportunities to collaborate with other groups across campus to help teachers incorporate IT in their teaching and research. Managing change and buildinga serviceculture The process of managing these changes has been well documented elsewhere (Ferguson,2007), howeverunderpinning all ofthesechangeswasthe desire tocreate an overarching environment of client focused service, or, a culture of service. Our approachwaslooselybasedaroundtheconceptoftheserviceprofitchainwherethere exists “relationships between profitability [and growth], customer loyalty, and employee satisfaction, loyalty, and productivity” (Heskett et al., 1994, p. 164). We undertook to develop and nurture this environment through a multi-level approach that began with the strategic and was emphasized through the operational. Strategically we did three important things: (1) Developed astrategic plan that emphasised the user community and the need for a service ethic. (2) Developedasetof“servicestandards”thatdid,amongotherthingsactasour articulated commitment to providing consistently high quality service as well as providing a definition of the standards of service by which the Libraries expectall staff to adhere. (3) We undertook a branding exercise that resulted in the catchphrase “The UniversityofHongKongLibraries.Yourpartnerinintellectualexcellence.Caring. Collaborative.Creative.”ThisbrandwasattachedtotheUniversity’slogoand nowappearsinallofthelibraryliterature,publications,stationeryandwebpages. Operationally, we focused on three key areas: Meeting user (1) Communication was seen as paramount as we firmly believed that better expectations in a communication within the Libraries and between the Libraries and its user digital age community should result in better customer service levels. We undertook several surveys in order to assess how staff perceived communication both internallyandexternally and how it might be improved. 9 (2) Skillsdevelopmentwasalsoseenascriticaltoenablingstafftofeelconfidentin their ability to deal with a wide range of users in an increasingly demanding environment. These skills were both task oriented, e.g. training in various IT packages, but also skills based, e.g. stress management. (3) Thirdly, we developed our own in-house customer service training package covering three modules ranging from the theoretical (philosophy of customer service and management’s expectations of staff) to the highly practical (telephone skills, conflict resolution etc). TheLibraryintheuniversitycommunity:afocusonteachingandlearning In addition to functional and organizational changes we also knew that new roles beyondthelibraryhadtobeadoptedbecause“librariansrequirethedynamic,ruthless pursuitofnewrolesiftheywishtosurvive”(Fourie,2004,p.62)yetatthesametime wewerealsocognisantofourneedtoretain“empathy,tirelessdedication,commitment and aservice-for-free orientation”(Fourie, 2004) within our staff. The Knowledge Team With a renewed emphasis on the user community and a more visible presence in campus activities, the Libraries, and in particular the University Librarian, became more involved in areas of university business in which the Libraries had not traditionally participated. Most significant of these was the appointment of the Librarian as the Acting Director of IT in Learning and the Chair of the University’s Knowledge Team. Broadly speaking, “The Knowledge Team is an action group devotedtohelpingHKUmakebetterinformeddecisionsanddevelopbetterstrategies forusingICTtoenhanceteachingandlearning”(TheUniversityofHongKong,2006a, b, c). More specifically, the Knowledge Team brings together interested individuals fromthemajorgroupsinvolvedinthecreation,access,disseminationandmanagement of knowledge on campus to achieve our missionby engaging in twoareas of focus: (1) Discuss,describeandmakerecommendationsabouttheextenttowhichandin whatwaysICTcanbeintegratedintoourteachingandlearningandaboutnew directions and opportunities for HKU to leverage ICT to support or extend HKU’s educational mission, i.e. to function as a “think-tank” and facilitate strategic planning for ICT in teachingand learning. (2) Identifychallengesfacingourstudentsandteachers,andprovideadvicetothe University’sSeniorManagementTeam,throughthePolicyGroup,withrespect to appropriate responses, and in some cases, take necessary action. Specifically, theKnowledge Team seeks to: . become an “area of excellence” in the development and use of learning technologies in HongKong, Asia, and the world;

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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.