Abstract

Given the extremely rapid state of change occurring in academic libraries due to funding cuts, shifts from physical to digital collections, changes in the use of physical spaces, changing information-seeking patterns and information use by faculty and students, the ability of library directors to advance their vision for the library becomes crucial. This is not to say that library directors are without decision-making power or the ability to establish vision, set agendas, and implement plans. However, in many cases, the provost, budget director, building and grounds manager, vice presidents, and the president offer support for activities depending upon their level of interest, oversight, and buy-in. As library directors seek support for initiatives, alignment with those having political capital becomes increasingly important.

Highlights

  • Given the extremely rapid change occurring in academic libraries due to funding cuts, shifts from physical to digital collections, changes in the use of physical spaces, changing information-seeking patterns, the ability of library directors to advance their vision for the library becomes crucial

  • This study provides additional strategies for library directors when they perceive that they are unable to move their organization forward and accomplish their goals

  • Reputation; sub-themes: communication, credibility, relationships resulting in respect and trust

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Summary

Introduction

Given the extremely rapid change occurring in academic libraries due to funding cuts, shifts from physical to digital collections, changes in the use of physical spaces, changing information-seeking patterns, the ability of library directors to advance their vision for the library becomes crucial. As the decisions made involve more stakeholders such as faculty, students, deans, directors, and department heads in higher education, library directors rely heavily on upper management authorization of and funding for, budgets, programs, building projects, and other complex initiatives. This is not to say that library directors are without decision-making power or the ability to establish vision, set agendas, and implement plans. This study does not investigate these types of reciprocities and mutual obligations (Farrell, 2007) at the core of social capital, but rather the type of capital that is developed and utilized through political connections (Nee & Opper, 2010; Smith & Feagin, 1995, p. 309) with the key players having “positional power” (Nee & Opper, 2010)

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