crafting appropriate management strategies for …
TRANSCRIPT
CRAFTING APPROPRIATE
MANAGEMENT STRATEGIES FOR
DIGITAL NATIONAL LIBRARIES
A STUDY SUBMITTED IN PARTIAL FULFILMENT
OF THE REQUIREMENTS FOR THE DEGREE OF
MSC ELECTRONIC & DIGITAL LIBRARIES MANAGEMENT
AT
THE UNIVERSITY OF SHEFFIELD
BY
MAHA JASSIM AL-MANNAEI
SEPTEMBER 2011
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STRUCTURED ABSTRACT
BACKGROUND.
This research was triggered by the need to study the strategic planning of national digital
libraries of the United Kingdom in order to apply this knowledge to a newly developing
work in progress digital library.
AIMS.
This research intends to discover the strategic plans of digital national libraries. It seeks to
determine their priorities , and to define the best practices in developing, implementing
and the delivery of digital libraries.
METHODS.
Case study methodology was used here with an inductive approach of qualitative methods
of research. The data was analyzed to find patterns and themes using the thematic analysis
approach.
RESULTS.
The researcher has found that the plans of each library differs from its peers depending on
different factors such as the strategic position, the overall organization, the resources
available and the external environment of the library.
CONCLUSIONS.
The researcher suggests that the library carefully plans according to the funding available,
the nature of the resources at hand and keeps in mind the library’s mission, vision, and role
while establishing a digital library.
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ACKNOWLEDGEMENTS
Deep appreciation & gratitude goes to my father, to Professor Sheila Corrall and to my
family for helping me get on with this dissertation.
I would also like to thank the participants for their precious time.
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TABLE OF CONTENTS
Structured Abstract ...................................................................................................................ii
Background. ..........................................................................................................................ii
Aims. .....................................................................................................................................ii
Methods. ...............................................................................................................................ii
Results. ..................................................................................................................................ii
Conclusions. ..........................................................................................................................ii
Acknowledgements .................................................................................................................. iii
Table of Figures ...................................................................................................................... viii
1 .0 Introduction ................................................................................................................. 1
1.1 National Digital Library Context ............................................................................... 1
1.2.1 Library .............................................................................................................. 1
1.2.2 National Library ................................................................................................ 2
1.2.3 Digital Library ................................................................................................... 2
1.2.4 National Digital Library .................................................................................... 3
1.2 Strategy & Strategic Planning .................................................................................. 3
1.4.1 Strategy ............................................................................................................ 3
1.4.2 Strategic Plans .................................................................................................. 4
1.3 Previous Research .................................................................................................... 4
1.4 Research Question and Aims & Objectives .............................................................. 5
1.4.1 Research Question ........................................................................................... 5
1.4.2 Aims & Objectives ............................................................................................ 5
1.5 Significance of this Study ......................................................................................... 5
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1.6 Perspective of the Researcher ................................................................................. 5
1.7 Structure of the Report ............................................................................................ 6
2 .0 Literature Review ......................................................................................................... 7
2.1 Functioning of National Libraries ............................................................................. 7
2.1.1 Challenges FAcing Libraries .............................................................................. 8
2.1.2 Challenges Faced by National Libraries ........................................................... 9
2.1.3 Challenges Faced by Digital Libraries ............................................................... 9
2.1.4 Challenges Faced by Digital National Libraries .............................................. 11
2.2 Overriding Challenges by Appropriate Strategies .................................................. 11
2.2.1 Intentional Strategies & Emergent Strategies ............................................... 11
2.2.2 The difference between Business Policy & Business Strategy ....................... 12
2.2.3 Strategic plan formulation ............................................................................. 12
2.2.4 Approaches to Strategy Development ........................................................... 13
2.2.5 Contents of A Strategic Plan .......................................................................... 14
2.2.6 Characteristics of A Strategic Plan ................................................................. 15
2.2.7 Strategy Implementation & evaluation ......................................................... 15
2.3 Summary ................................................................................................................ 16
3 .0 Methodology .............................................................................................................. 17
5.1 Overall Methodology ............................................................................................. 17
3.1.1 Research Paradigm......................................................................................... 18
3.1.2 Researcher Bias .............................................................................................. 19
5.2 Literature Review ................................................................................................... 19
5.3 Document Analysis ................................................................................................. 20
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3.3.1 Sampling ......................................................................................................... 21
5.4 Email Interviews ..................................................................................................... 21
5.5 Data Analysis .......................................................................................................... 23
5.6 Ethics ...................................................................................................................... 23
5.7 Summary ................................................................................................................ 24
4 .0 Results ........................................................................................................................ 25
4.1 Library A ................................................................................................................. 25
4.2.1 Library A Strategic Documents Analysis ......................................................... 25
4.2.2 SM-A Email Interview ..................................................................................... 26
4.2 Library B ................................................................................................................. 26
4.2.1 Library B Strategic Documents Analysis ......................................................... 27
4.2.2 SM-B Email Interview ..................................................................................... 28
4.3 Library C ................................................................................................................. 28
4.3.1 Library C Strategic Documents Analysis ......................................................... 28
4.3.2 SM-C Email Interview ..................................................................................... 29
4.4 Library D ................................................................................................................. 31
4.4.1 Library D Strategic Documents Analysis ........................................................ 31
4.4.2 SM-D Email Interview ..................................................................................... 32
4.5 Library E ................................................................................................................. 33
4.5.1 Library E Strategic Documents Analysis ......................................................... 34
4.5.2 SM-E Email Interview ..................................................................................... 35
4.6 Library F .................................................................................................................. 36
4.6.1 Library F Strategic Documents Analysis ......................................................... 37
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4.6.2 SM-F Email Interview ..................................................................................... 38
4.7 Library G ................................................................................................................. 38
4.7.1 Library G Strategic Documents Analysis ........................................................ 38
4.7.2 SM-G Email Interview..................................................................................... 39
4.8 Library H ................................................................................................................. 41
4.8.1 Library H Strategic Documents Analysis ........................................................ 41
4.8.2 SM-H Email Interview ..................................................................................... 42
4.9 Summary of Results ............................................................................................... 43
5 .0 Discussion ................................................................................................................... 45
5.1 Strategic Priorities .................................................................................................. 45
5.2 Digital Library Provision ......................................................................................... 47
5.3 Role of National Libraries in the Next 10 Years & Challenges Involved ................. 48
5.4 Digital Library Strategy ........................................................................................... 49
5.5 Digital Library Strategy Process ............................................................................. 50
Conclusion .................................................................................. Error! Bookmark not defined.
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TABLE OF FIGURES
Figure 1- Elements of Library Services (Chowdhury et.al, 2008) ............................................. 8
Figure 2 -Types of Strategies (Mintzberg, 1978 a) ................................................................. 12
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Table of Appendices
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1 .0 INTRODUCTION
This chapter introduces the research area and provides a background context for the
project. The chapter also includes a statement of the aims and objectives of this research
project, provides a framework for the study and the basic definitions involved. The chapter
also includes the researcher’s perspective and an outline of the structure of the report.
Libraries are compelled to persevere today in the digital age. Hence comes the arrival of
digital libraries. However, much thought has to yet go into the strategic management of
such libraries. New challenges arise to face librarians while maintaining a balance amongst
the three facets of librarianship: content, service and users (Chowdhury et al. 2008).
Consequently, new strategies are adopted to make the technological advances in favour of
best serving the library’s patrons (Ross & Sennyey, 2008).
The focus of the library has shifted from providing users with information services to
struggling to meet changes of patrons’ lifestyles and technology innovations. As a result of
this, new sets of policies and strategic decisions are to be made to incorporate the recent
changes into the overall mission and vision of the library. But how does this happen?
1.1 NATIONAL DIGITAL LIBRARY CONTEXT
1.2.1 LIBRARY
The Oxford English Dictionary (OED) defines a library as: a place set apart to contain books
for reading, study, or reference (OED, 2010). However, in today’s digital age, this definition
may be challenged in terms of what a library does as functions and the materials it holds.
Libraries are classified according to the sector they support or the patrons they serve.
Corporate libraries for instance serve the companies they are based in whereas academic
libraries serve the academic institutions they are based in such as Cambridge University
Library and the Oxford University Library. Furthermore, libraries may be classified
according to the type of material they maintain; for instance they may be digital libraries
such as the University of California Digital Library (http://www.cdlib.org). Libraries may be
special collections libraries such as the National Fairground Archive of the University of
Sheffield.
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1.2.2 NATIONAL LIBRARY
A National Library is the custodian of a nation’s heritage and culture (Line 2001 a). It
collects, stores and organizes the printed material a country produces (Chowdhury et al.
2008; Sturges 2001). Therefore, it is the essence of all libraries in the country. It is often
seen as a national symbol “without which no country has a complete national identity”
(Line, 1998 p.p. 90).
A challenging new role for national libraries is to maintain a library composed of the
nation’s digital produce (Chowdhury et al. 2008; Line 2001 a). This may be rendered
possible by creating a digital national library. It is rather challenging to manage a high
profile digital library, given the fact that librarians are trained to manage traditional
libraries. Library management strategies have to be configured appropriately to
accommodate the change.
An excellent example of a national library would be the British Library (BL) (Clarke, 2009).
Upon investigating, the BL is found to come into existence from merging the National
Central Library, the National Lending Library for Science and Technology, the Patent Office
Library, the British National Bibliography and the Office for Scientific and Technical
Information and a few other organizations in 1973. Reflecting on the merger, the new role
that the BL has to play is defined by the merger partners and the functions of each (Priddle,
2004).
1.2.3 DIGITAL LIBRARY
The Digital Library Federation (DLF) defines digital libraries as:
"organizations that provide the resources, including the specialized staff, to select,
structure, offer intellectual access to, interpret, distribute, preserve the integrity of, and
ensure the persistence over time of collections of digital works so that they are readily and
economically available for use by a defined community or set of communities."
(DLF, 2004)
Thus, a digital library is not merely one that maintains digital assets but also one that
conforms to the principles of libraries. Digital libraries may contain two types of resources-
originals and surrogates. Originals are those resources that were born digital whereas
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surrogates are those that were digitized i.e. their formats converted into an electronic
format (Cathro, 1999).
An example of a digital library would be the World Digital Library; which is a project
undertaken by the Library of Congress of the United States of America.
1.2.4 NATIONAL DIGITAL LIBRARY
Thus, a national digital library is a library with the compound functions of a national library
and a digital library combined together. This is not be achieved by merely digitising
collections. Nevertheless, providing access to the national heritage in the custody of
national library has gained here the benefits of technology. The shift requires far more in
terms of redefining the library’s mission and vision to incorporate the technological
changes. Line(2001 a) has predicted that there will be no true digital library but expected
the digital revolution to create hybrid libraries or national libraries with extended digital
services and elements.
1.2 STRATEGY & STRATEGIC PLANNING
A library is aware of its position, its capabilities, the difficulties ahead if it carefully studies
its surrounding environment as well as its strengths and weaknesses. Challenges may be
overcome and opportunities may be exploited given sound strategic planning and strategy
implementation (Mintzberg 1978 b; Porter 1987).
1.2.1 STRATEGY
The Oxford English Dictionary (OED) defines the term strategy as: “A plan for successful
action based on the rationality and interdependence of the moves of the opposing
participants” (Oxford English Dictionary, n.d.). On the other hand, Mintzberg (1978 a)
describes strategy as “a pattern in a stream of decisions where a decision is defined as a
commitment to action, usually resources”. Alternatively, strategy may be classified
according to whether it is fulfilled or not or otherwise according to the required outcome.
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1.2.2 STRATEGIC PLANS
A strategic plan of a library is the intended relationship between a library and its
environment (Carr, 1992). Plans must be based on achieving realistic goals.
Porter, Mintzberg and others have concluded the advantages of strategic management and
planning. The benefits range from clarifying the purpose and objectives of an organisation,
determining its directions and priorities, identifying constraints, to providing a policy and
decisions framework (Ferguson 1992). Setting objectives aids in evaluation and
performance measurement. Services strategically planned and managed are more
effective than those that are not (Corrall 2000).
1.3 PREVIOUS RESEARCH
There are scant amounts of research available that integrate the concepts of strategic
management into the management of digital libraries. Existing research mostly focuses on
either scientific aspects of librarianship such as selection, acquisition, access, preservation
and conservation, etc... ; or on the other hand technological issues relating to digital
libraries such as electronic resource management. Henshaw (2011) has recently produced
a paper that provides an overview of the Wellcome Digital Library infrastructure project. It
includes the strategies undertaken by the Wellcome Library to ease the transition to digital
library. However, there is no reference made to strategies involved in managing the digital
library itself.
Another similar piece of research by Clarke, (2009) reports the completeion of the first
phase of the British Library’s 2020 project. The article is written by the Strategic Planning
Manager and Head of Corporate Information Management then. It asserts the importance
of strategic planning to the British Library. Moreover, the article recognizes the importance
of solid strategic planning in order to tame the accelerating pace of technological changes
in favour of the British Library. Again, this article talks about the implementation of a
digital library project but not the strategic management of digital libraries.
In another article, Bearman (2007) highlights how digital libraries originated and elaborates
on their types without making any indication to how these digital libraries might be
managed.
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1.4 RESEARCH QUESTION AND AIMS & OBJECTIVES
1.4.1 RESEARCH QUESTION
How do national digital libraries develop, implement and evaluate their development
strategies?
1.4.2 AIMS & OBJECTIVES
This project proposes to look into the development process of strategies for national digital
libraries including their implementation and evaluation.
This research intends to:
1) Investigate the current strategic plans of selected national libraries.
2) Determine their priorities in strategic development of digital libraries.
3) Define best practices in developing, implementing and delivery of digital libraries.
4) Make recommendations for developing strategies of a national digital library.
1.5 SIGNIFICANCE OF THIS STUDY
The changes driven by rapid transformations in information technology occurring in the
field of librarianship are enormous. Appropriate carefully planned actions are required to
steer libraries in the correct direction and accommodate the digital revolution. This
research aims at exploring how national libraries can adapt themselves to the dynamic
technological changes yet perform their duties as national libraries accordingly via strategic
planning. Strategic planning and management is a relatively new concept to libraries (Yi,
2008) and there is little amounts of research that relate the digital national libraries to
strategic management available.
1.6 PERSPECTIVE OF THE RESEARCHER
The researcher is new to the field of librarianship and has never had any previous academic
or practical experience with libraries; with the exception of this academic experience at the
University of Sheffield where the researcher is in the final stages of attaining a Masters of
Science in Electronic and Digital Libraries Management . Therefore, the researcher comes
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with a fresh and open mind to conduct this project without any influences from former
personal experiences or opinion. The researcher approaches this research project with the
particular interest of applying the knowledge compiled to a digital library initiative at the
researcher’s home-country.
1.7 STRUCTURE OF THE REPORT
This dissertation begins with the research problem and objectives in the introductory
chapter, then proceeds to the literature review in Chapter 2 followed by the research
methodologies adopted in Chapter 3. Next is the results of the document analysis and the
email interview presented in Chapter 4. This is followed by the discussion of the results and
their interpretations in Chapter 5 and finally the conclusion in Chapter 7. This structure of
case study reporting composition is known as the linear analytic structure (Yin, 2009).
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2 .0 LITERATURE REVIEW
Generally, there is lack of studies focused on strategic management of digital libraries.
Consequently, the literature review will make use of business management literature to
cover aspects of strategic management. It in addition made use of literature of the
librarianship field to report on viewpoints and outlooks of digital libraries. This seeks to
inform the research project thereby identifying limitations and gaps in the research to be
discussed later in Chapter 4 (Discussion).
2.1 FUNCTIONING OF NATIONAL LIBRARIES
Being the custodian of a nation’s heritage and culture, a national library collects, stores and
organizes the printed material a country produces (Chowdhury et al. 2008; Line, 2001 a).
Although the role of a national library differs from country to country, it mainly
concentrates on those functions that have something in common with the functions of
public libraries (Line, 1999).
However, most national libraries are actually ‘national’ collection-wise only, i.e. they do not
provide access to the entire nation (Line, 1999). Nevertheless, in the few past decades,
national libraries have become more inclined to place their collections at the disposal of the
entire nation and not just scholars (Line, 2000).
According to Brophy (2007), national libraries function on three key angles; heritage,
infrastructure and service delivery. With respect to heritage, a national library is assumed
to acquire all of its country’s publications produced and to raise awareness of the library’s
collections. Regarding infrastructure, a national library serves as a national preservation
centre that preserves the country’s publications for future generations. National libraries
play a vital role in promoting to other libraries heritage preservation. It also forms the
nucleus of a network of the country’s libraries. In this context, national libraries provide
services and support to other libraries in the network.
Chowdhury et. al (2008) provides a conceptual framework representing libraries and
librarianship. Figure 1 below indicates that libraries deliver their services to users by
granting them access to the desired content on the basis of a foundation – the librarianship
profession. The profession is further based on the society and other institutions in the
library’s environment. The librarianship profession is controlled and influenced by external
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factors - social changes and technological changes. The social changes implicated may be
changes in the economy, educational changes, cultural changes, or even changes in the
policies and laws of the country. On the other hand, the technological changes may be a
direct or indirect result of changes in information and communications technology (ICT),
varying standards or the modification of new tools.
2.1.1 CHALLENGES FACING LIBRARIES
Despite the definition, the scope of a library seems to be underestimated today (Brindley
2006; Keller et al. 2003). Libraries are not just about books and material, they are more
about the services provided.
With new developments in information technology, a library today faces different
technology-related challenges. It is harder to serve the Google generation. To ensure its
sustainability, the library has to be relevant to non-users, internet dependent groups. It has
to rethink its relationship with other stakeholders to provide novel services. Moreover, the
Figure 1- Elements of Library Services (Chowdhury et.al, 2008)
Social Changes: economy, education,
culture, policies, laws
Technological Changes:
ICT, standards, tools
Co
nte
nt
Serv
ice
Use
rs
Foundation: Society & Institution/Organization
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librarian has to acquire new skills to provide competent services to end users quickly and
efficiently. Above all, it is challenging to understand the library as a place. Challenges
brought about by technology may be reversed by developing new strategies that
incorporate the best use of technology.
2.1.2 CHALLENGES FACED BY NATIONAL LIBRARIES
A few decades ago, it seemed quite challenging to provide the public with access to the
collections available without risking physical damage to these valuable resources (Line,
1999). In the ‘digital’ today however, the challenges are of a different nature. Preserving
the huge amounts of intellectual property produced by the nation in the different formats
is considered to be the greatest challenge (Line, 2000) today facing national libraries
besides the cuts in their budgets (Friend 2002; Line 2002). Reduced staffing is also another
significant issue that further complicates the situation. There is more and more to do by
the day and less staff to do it.
Many directors of national libraries are not professional librarians (Line, 2002). The library
is said to be run by the ‘lower on the hierarchy’ librarians. When it comes to developing
the strategic plans it becomes questionable whether the targets set by the non-librarian
directors are attainable or not.
Other challenges to libraries is maintaining their strategic position; which Carr (1992)
defines as the relationship between the library and its surroundings at a point in time.
Maintaining strategic position may be a priority or even a driver to the plan (Carr S. , 1992;
Johnson, 1994).
2.1.3 CHALLENGES FACED BY DIGITAL LIBRARIES
There are mainly two types of digital resources; digitally born resources and digitized
resources. Digitally born resources are as the name suggests resources that are originally
produced in some digital format unlike the digitised resources which are found originally in
some format and later converted to their digitised form (Andrews & Law, 2004). These are
further subdivided into two categories; static resources and web resources (Chowdhury &
Chowdhury, 2007). Static resources are those resources that are static and that do not
change over time such as digital image or sound files. However, web resources on the
other hand are continuously and dynamically changing such as websites, blogs, wikis, etc...
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A digital library is confronted by a serious challenge in trying to preserve these constantly
changing web resources otherwise the valuable digital material is lost (Muir & Davies,
2000). Digital preservation strategies need to be set from the beginning of the digital cycle
(Beagrie & Greenstein, 1998). (Kuny, 1998) asserts that digital preservation requires stable
technologies and standard formats; which is something that needs to explored in future
researches.
Day (1998) outlines three approaches to digital preservation. The first is technology
preservation; digital data is preserved along with the technology needed for the
preservation. Second is the emulation approach where the original data is preserved in its
original format and special emulator programs are constructed to imitate a suitable
operating system. The last approach is known as the migration approach wherein the data
is transferred from one hardware or software format to another (Chowdhury & Chowdhury,
2007).
The National Archives (TNA) is now undertaking archiving web pages. Considering
practicalities, TNA has to consider where these archived pages will be stored, how they will
be stored, and how often will these web resources be archived and re-archived to
accommodate the new changes to these resources? Since these resources were originally
born in their digital state, there is no chance to change the format of these resources into a
non-digital original form (Feeney, 1999). In this context, Feeney (1999) points out that
there is a lot to consider such as rights management, recovering damaged media and
recovering missing hyperlinks.
Another significant matter that is not to be overlooked is technology obsolescence and how
will it be accounted for (Dahl et.al, 2006; Law, 1999; Lester, 1997). For instance, DVD discs
are slowly fading away and are being superseded by blu ray discs. National libraries
currently preserving material on DVD discs need to make sure that they have proper
equipment in good state to play these DVDs on after DVD players are not available in the
market.
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2.1.4 CHALLENGES FACED BY DIGITAL NATIONAL LIBRARIES
From above, the researcher deduces that the challenges that confront digital national
libraries are those attributed to both digital libraries and national libraries combined
together. A challenging new role for a national library is to maintain a library composed of
the nation’s digital produce (Chowdhury et al. 2008). This may be rendered possible by
creating a digital national library. It is rather challenging to manage a high profile digital
library, given the fact that librarians are trained to manage the operations of traditional
analogue libraries.
Subsequently, a national digital library may overcome the challenges it comes across by
carefully planning its strategies, continuously revising them and evaluating the library’s
performance in order to ensure that the library realizes its goals (Ackoff, 1981; Johnson,
1994). Realizing its goals, the library successfully places itself in the position that suits its
name and reputation. The next section elaborates further on this.
2.2 OVERRIDING CHALLENGES BY APPROPRIATE STRATEGIES
Besides being a plan based on rationality (Oxford English Dictionary, n.d.), strategy may be
detected as a pattern (Mintzberg et al., 2009). Strategic planning originates from the
corporate sector. However, it has become an important management tool for all types of
organizations whether commercial, non-profit, public or private ( Allison & Kaye, 1997;
Bryson, 1995). Strategic planning in libraries has occurred as a spontaneous reaction to
changes in the external or internal environment of the library and has become a very
essential aspect of library management (Carr S. , 1992; Johnson, 1994; Shoaf, 2001).
2.2.1 INTENTIONAL STRATEGIES & EMERGENT STRATEGIES
According to Mintzberg (1978 b), there are two types of strategies; intended strategies and
realized strategies. Intended strategies are those that are expected to be fulfilled whereas
realized strategies are the ones that are actually fulfilled. Along the path to realizing
strategies, some circumstances might arise and intended strategies might evolve into
unrealized strategies, i.e. they are not achieved. Refer to Figure 2 -Types of Strategies
(Mintzberg, 1978 a) below. Thus there arises a need to develop emergent strategies in order
to cope up with the circumstances. A strategy is not a ‘theory’ but it is the manner an
organization attains its mission, goals and objectives (Alkhafaji & Nelson, 2003).
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Developing new strategies to react to new technologies can be a complicated daunting
process (Collier, 2005; Porter, 1996).
2.2.2 THE DIFFERENCE BETWEEN BUSINESS POLICY & BUSINESS STRATEGY
Although the two terms business policy and business strategy are similar in many ways, the
two terms are not to be used interchangeably because they differ in many aspects as well.
Business strategy as aforementioned is “a plan for successful action based on the rationality
and interdependence of the moves of the opposing participants” (Oxford English
Dictionary, n.d.). Business policy, on the other hand, may be considered as the day-to-day
actions taken based on the strategic plan to steer the organization (library in this case)
towards achieving its goals and objectives as defined in its business strategy (Ansoff 1965;
Glueck & Jauch 2002; Wheelen & Hunger, 2010).
2.2.3 STRATEGIC PLAN FORMULATION
Strategic planning is a major tool for the effective detection of priorities (Stueart & Moran,
2007). A library’s strategic plan develops a stronger commitment by understanding
priorities in relation to the wider context (Corrall, 2000). While formulating a strategic plan,
“benchmarking is the one of the most used techniques” (Pacios, 2004).
Further, the target behind formulating a strategic plan is achieving the library’s mission and
objectives (Lynch, 2006). Strategy formulation involves laying down long-term plans to
Figure 2 -Types of Strategies (Mintzberg, 1978 a)
Intended Strategy Realized Strategy Deliberate Strategy
Unrealized
Strategy
Emergent
Strategy
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manage the opportunities and threats that encounter the library whilst taking into
consideration the library’s strengths and weaknesses (Lynch, 2006). This process involves
defining the library’s mission, achievable objectives, and setting policies. The library’s
mission is to lead the library to be what it wants to be or in other words fulfil its vision. It
also involves identifying the goals and objectives of the overall parent organization as part
of identifying the library’s objectives (Johnson, 1994). The library’s achievable objectives
are on the other hand the results of the plans laid whereas the policies are the decisions
that are taken and abided by to realize the achievable objectives.
Developing strategies for non-profit organizations such as libraries might be difficult.
Strategic management literature describes a few strategies that might hold good for profit
organizations as well as non-profit organizations (Bryson, 1995). Porter’s three generic
strategies for sustainable competitive advantage with respect to cost leadership,
differentiation and focus are among the best models for strategy development (Corrall,
2000). However, “effective strategies develop in all kinds of strange ways” (Mintzberg,
1987, p. 70).
2.2.4 APPROACHES TO STRATEGY DEVELOPMENT
The most conventional approaches followed when developing strategy are the
entrepreneurial approach, the adaptive approach, the planning approach and the logical
incrementalism approach (Mintzberg 1973; Wheelen & Hunger 2010). According to
Mintzberg (1973), in the entrepreneurial approach strategy is made by one single powerful
individual as opposed to the adaptive approach wherein strategy is established by reacting
to situations (as in emergent strategy). This approach is most frequently observed to be
practiced in governmental agencies such as libraries and hospitals, etc... (Wheelen &
Hunger, 2010) as they are placed involuntarily in situations dictated to them by the external
environment and are forced to react to these circumstances. On the other hand, the
planning approach, as the name suggests, is one where strategy is the result of systematic
processes based on accumulating appropriate information and thorough situation analysis.
Finally, the logical incrementalism approach (Lynch 2006; Quinn 1980) is considered a
hybrid of; the planning approach, the adaptive approach and the entrepreneurial approach
occasionally. Here, the top management sets the mission, goals and objectives. However,
the strategy is developed after further interactive discussions, debates and reflection over
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previous experiences and experiments with subordinate staff (Guth & MacMillan, 1986;
Hickson et.al, 1986; Wooldridge & Floyd, 1990).
Strategic management literature conveys that the more staff are involved in the strategic
planning procedure, it more likely that the strategies developed are aligned with the views
of the staff involved (Lyles & Lenz, 1982; McGregor, 1960) and hence, attempt their best to
accomplish these strategies and vice versa. Literature shows that researchers have proved
that staff are more inclined to focus on immediate goals related to their department rather
than the goals of the entire organization (Dearborn & Simon, 1985; Ketokivi & Castaner,
2004; Lawrence & Lorsch, 1967).
A useful tool to be used while planning or implementing strategy is the Seven S Framework
developed by McKinsey consulting firm . It identifies seven interrelated factors that
determines the effectiveness of an organization (Corrall, 2000). The seven S’es represent
the Seeker, Space, Systems, Skills, Security, Sources and Service. The model enforces the
importance of involving all the above factors while planning strategy.
Clarke (2009) has described the British Library’s (BL) role as a major national library in the
UK committed to its responsibility as one of the custodians to the UK’s published archive.
The research emphasized on the importance of strategic planning in adjusting to the
changes of the external environment; such as technological and economic changes. This
will allow BL to make a smooth transition and maintain its position as a leader in providing
knowledge.
2.2.5 CONTENTS OF A STRATEGIC PLAN
A well-conceived strategic plan is to contain not only the library’s goals and objectives but
also significantly the library’s mission and vision (Pacios, 2004). It should be written in
simple jargon-free language that is comprehendible by all levels of employees in the library.
Upon studying the contents of the strategic plans from their respective websites of 65
libraries, Pacios (2004) indicated that strategic plans of libraries typically included the
mission statement, the vision statement, an overview of the library, the goals to be
achieved, objectives and the activities that would lead to the fulfillment of the designated
objectives and goals.
15
2.2.6 CHARACTERISTICS OF A STRATEGIC PLAN
Pacios (2004) verifies that “most plans reflect to a certain extent the planning process”
(Pacios, 2004, p. 259). Ackoff (1981) suggested that strategic plans should be holistic and
dynamic. The plan is to be holistic in order to be coordinated to and by all library staff of
different hierarchal levels (Corrall, 2000). The plan should also be continuously reviewed to
accommodate any changes in the external or internal environment to the library (Corrall,
2000). A good plan is also to be realistic (Ackoff, 1981; Lynch, 2006), i.e. based on
projections of sufficient resources available at hand. It should also be written in clear
articulation enabling easy comprehension by all levels of staff.
2.2.7 STRATEGY IMPLEMENTATION & EVALUATION
To guarantee successful implementation of the strategic plans developed, Corrall (2000)
isolates three essential imperatives. These are staff involvement, insight and integration of
activities. A strategic plan may be fulfilled only if the library staff at different levels are
committed to it (Hart, 1992). Moreover, “Porter identifies fast learning and insights as
critical to success” (Porter 1999 as cited by Corrall, 2000). Porter (1999 as cited by Corrall
2000) also emphasizes the criticality of linking and integrating activities to ensure strategic
success.
It is not an easy job to evaluate a national library’s performance. It is a unique situation and
there are a lot of factors involved. Further, it is not uncomplicated to select and implement
a set of performance indicators. But it is strongly needed to be able to compare the
performance of a national library with its peers (Line, 2001 b).
The CRITERIA model modified by Corrall (2000) may be used to evaluate strategy before
implementation. The modified CRITERIA encompassed 8 elements- Coherence, Resources,
Impact, Timing, Environment, Risks, Insights and Approval. It evaluates whether or not the
strategies are coherent with organizational goals and objectives, considers the resources to
be used, the impact of strategy on the organization and checks the time expectations.
Further, it emphasizes the role of the environment involvement in the process of the
strategy making. The model reflects on risks, insights on the service and lastly stresses the
importance of the approval of stakeholders (Corrall, 2000).
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2.3 SUMMARY
A national digital library being a library with the compound functions of a national library
and a digital library combined together, it faces the challenges faced by both national
libraries and digital libraries. Technological changes have brought about numerous
challenges into the management of libraries. Consequently, the library management
processes are changed and new strategies have to be adapted to override these challenges
and realign the library with its vision. There are different approaches to strategy
development. The contents of the plan are also defined beforehand, in order to give a clear
picture. Strategic plans also have specific characteristics such as being dynamic, holistic and
well written. Developing a strategic plan is followed by its implementation which has to
consider the plan’s critical success factors. Finally, the plan is evaluated as a means of
measuring the performance of the library during the given timeframe.
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3 .0 METHODOLOGY
This chapter describes the research methods used in this study. It also explains the overall
approach and the underlying epistemology. The researcher describes here the rationale,
instruments used, justifies how the sample was chosen and the methods of analysis of the
strategic documents and email interviews. Successes and failures while implementing
these methods are discussed. Finally, the chapter is concluded with a brief description of
how ethical issues were handled.
5.1 OVERALL METHODOLOGY
The strategies and methods adopted during the engagement in social research are usually
chosen owing to their suitability for investigating specific types of problems (Bryman &
Burgess 1999; Denscombe 2010). Moreover, the research techniques and practices applied
in any research project are influenced by the researcher's epistemological assumptions,
whether deliberately or not (Feilzer 2009; Krauss 2005).
The project has used a case study strategy as a part of an inductive qualitative research
approach. This is due to the fact that the researcher has looked at specific cases to develop
an understanding and draw a theoretical conclusion. Typically, qualitative research is
concerned with methods capable of portraying ideas and meanings and articulating them
(Leedy & Ormrod 2001; Patten 2007; Silverman 2000). Moreover, it is a case study
approach that enables in depth exploration of a contemporary issues or events (Creswell
2009; Leedy & Ormrod 2001; Yin 2009) as the researcher intends to do.
A major weakness however with case studies is that when only one single case is studied,
the results might not be generalized to other situations (Leedy & Ormrod, 2001).
Therefore, and as a means of establishing triangulation in the study (Yin, 2009), the
researcher is determined to investigate the cases of six national digital libraries with
developing strategies. This will ensure that the theories induced are postulated successfully
in other situations. Despite this, case studies render researchers some flexibility in
appointing research techniques depending on the situation at hand and the circumstances
(Stake 1995; Yin 2009).
Two forms of data collection was used in this research. The first is the collection of
strategic plans and policies from the libraries’ public domains. The second method involved
18
conducting semi-structured interviews. The use of semi-structured email interviews shall
facilitate the repetition of the research (Di-Cicco-Bloom & Crabtree, 2006).
Triangulation seeks to ensure the research’s completeness and confirmation (Patton 1990;
Silverman 2000). Methodological triangulation is the technique used in research to
increase the validity and credibility of results (Denzin, 2006). In this case, the researcher
has used dual sources of data from each library.
3.1.1 RESEARCH PARADIGM
It is important to distinguish that research is carried out in a frame of reference delineating
its approach and methods (Orlikowski & Baroudi, 1991). The basic epistemology of this
study is post-positivist; with emphasis on outcomes derived from causes and situations
(Creswell, 2009). Hence, the inductive posteriori approach of the project which implies that
knowledge is accumulated by experience. The aim here is to gather primary data from
multiple sources, and later develop a theory from the analysis of that data (Bryman, 1984).
The inductive approach is in strong agreement with Dewey’s pragmatic argument that
knowing is “always inductive” (Dewey, 1929, p. 381).
There are mainly four approaches to research inquiry paradigms. They are the positivist
approach, the postpositivist, critical theory and the interpretivist (Creswell 2009;
Sriborisutsakul 2010). The positivist approach is concerned with how the world is actually
organized and believes that research findings are true despite the researcher being isolated
from the research subjects (Guba & Lincoln, 2005). This strategy is suitable for
implementation with experiment, surveys and verification of hypotheses. The positivist
approach produces its outputs in the form of theories, facts, and predictions (Hatch, 2002).
To the contrary, the post-positivist paradigm reflects approximations of reality where
research findings may not necessarily be true (Krauss, 2005). The researcher is treated as a
data collection instrument. This is best suited to descriptive statistics and qualitative
methods on some occasions. The post-positivist paradigm output is case study reports,
descriptions, and patterns (Guba & Lincoln, 2005).
On the other hand, following the critical theory indicates knowledge subjectivity. It is
biased by the researcher’s viewpoint that frames the enquiry (Cibangu, 2010).
19
Methodologies implemented include discourse analysis and dialectic methods. Critical
theory’s outputs are usually critiques that challenge existing theories.
Finally, in the interpretivist paradigm, it is believed that knowledge formation is a process
of human interactions where the researcher and research participants collaborate to
develop conceptual understandings. It is best applied for qualitative and dialectical
research methods (Krauss 2005; Ponterotto 2005). The forms of knowledge produced here
is case narratives, interpretations and grounded theory (Morgan, 2007).
Reviewing the above paradigms, the researcher has found that the most suitable is the
post-positivist, given that the strategy of enquiry is case study approach.
3.1.2 RESEARCHER BIAS
It is important to acknowledge that research is directed to a certain extent through the
biases and beliefs of the researcher (Mathison, 1988). The researcher comes to the field of
management of digital libraries and librarianship with a clean open mind on account of no
previous work experience in the field. Therefore, there is no chance of researcher bias.
The researcher proposes that the methods employed in this study are adequately
meticulous to ensure the study is as accurate as possible.
5.2 LITERATURE REVIEW
It is important to recognize that the literature review in a research project focuses the
context or background of the research and provides insights into previous research in the
same area (Blaxter et.al, 2006 as quoted by Ridley, 2010). In this case, prior to field
research, a literature review was conducted to identify national digital libraries in the UK
and other suitable candidates for this research. The researcher used specialist databases
such as LISA (Library and Information Science Abstracts) and LISTA (Library and Information
Science Technology Abstracts), Library Literature and Information Science, Emerald
Management Reviews, Sage Journals Online, Wiley Online Library and web-based search
engines such as Google and Bing to locate material on national libraries and strategic
management of information services in peer reviewed journals.
Besides the above mentioned, the researcher has used the University Library’s Star
catalogue to locate pertinent books on the topic under investigation as well as books to
20
serve as guides on research methods to serve as an aid in the completion of the research
successfully.
5.3 DOCUMENT ANALYSIS
OED defines a document as “something written, inscribed, etc., which furnishes evidence or
information upon any subject, as a manuscript, title-deed, tomb-stone, coin, picture, etc...”
(OED, n.d.). Documents are a crucial requirement for providing background information
and perspective in case study research (Bell, 2005). They present a proper framework to
which the researcher can relate reality to (Gillham, 2000 a). Documents beneficial for
research purposes may be in the form of informal writings such as letters, or diaries, or
even formal such as minutes, policy reports, plans, conference proceedings, guidelines or
regulations, etc... (Bryman 2004; Denscombe 2010). It is common practice to analyze
documents In social research to understand culture (Mayring 2000; Yin 2009). Document
analysis indicates an “integrated and conceptually informed method, procedure, and
technique for locating, identifying, retrieving, and analyzing documents for their relevance,
significance, and meaning” (Altheide, 1996, p. 236). Altheide (1996) further explains the
essential steps involved in analyzing documents. The first step is to find the documents and
gain access to them. Next, data is extracted from these documents and organized. The
final step is to analyze data.
However, documents may be categorized as primary, secondary or auxiliary documents
(Bryman & Burgess, 1999). Primary documents are those produced by the participants
under investigation. To the contrary, secondary documents are records, interpretations or
even summaries of primary documents while auxiliary documents are those that help
comprehend certain topics; these are revealed progressively during the research (Altheide
1996; Bryman & Burgess 1999). This research made use of mainly primary and auxiliary
documents from participants. Primary documents used in this research included strategic
plans and policy documents from the public domain of digital national libraries investigated
in this study. An example of auxiliary documents were documents received from
interviewees to support their responses and to aid in building a better big picture for the
researcher.
Documents are inclined to mirror to some extent the process that created them (Altheide,
1999). In this research project, documents are used as a foundation to determine the
priorities in strategic development of digital libraries and to be able to define best practices
21
in developing, implementing and delivery of digital libraries (research objectives 2 and 3).
Documents analyzed in this research were downloaded directly from the public domains of
each library respectively. A few others were forwarded to the researcher from
interviewees to support their responses. The internet technology has made it very simple
for researchers to locate, identify and gain access to relevant and essential documents
required (Creswell 2009; Yin 2009).
3.3.1 SAMPLING
This research attempted the use of purposive sampling as best practised alongside
qualitative methodology of research (Miles & Huberman 1994; Creswell 2009). Purposive
sampling usually evolves once the actual research starts enabling the researcher to include
participants with “characteristics relevant to the research project” (Gorman & Clayton,
2008, p. 128). This is due to the underlying nature of qualitative research (Miles &
Huberman, 1994; Patten, 2007). Below, is a detailed explanation justifying the choices
made.
Most libraries were chosen because of their status as a national library and being one the
UK’s legal deposit libraries. Furthermore, one of the organizations does not have the title
Library. However, all organizations have been referred to in the same way for consistency
and to preserve anonymity.
One of the national libraries known for its focus on digital was chosen as a research
candidate. However, the researcher was not able to access its strategic plan via the
library’s public domain as it was protected by a password. Even though the researcher has
contacted a relevant member of the management team for the library, the researcher was
granted access to a document. The document was not a strategic plan, it was merely a
spreadsheet that monitored the performance of the library with respect to the goals
intended to be achieved. The manager contacted had said that the library is in the process
of writing its strategic plan and therefore forwarded the document mentioned above.
5.4 EMAIL INTERVIEWS
22
Being one of the important sources of data in a case study approach research (Yin, 2009),
email interviews were used in this research to explore issues that were not addressed in the
strategic documents analyzed. The type of interviews that could be done was dictated to a
great extent by practicalities; i.e. the geographical dispersal of interviewees around the UK
and the limited time available to complete this research made travelling to conduct face-to-
face interviews not very viable. In spite of this, it was felt that the data gathered would not
suffer since it was not being obtained by a face-to-face interview.
Many researchers argue that email interviewing can be in many occasions a practical
alternative to face-to-face and telephone interviewing (Denzin & Lincoln, 2005; Miles &
Huberman, 1994; Patton, 2002; Taylor & Bogdan, 1998; Kvale, 1996) . Several studies have
proved that face-to-face and online interviews retrieve data of the same quality, and that
participants are in fact more prone to disclose significant or contemplative information in
email interviews as opposed to face-to-face interviews (Meho, 2006).
The benefits of email interviews are numerous. They eliminate any travelling expenses or
telephone call bills as in the case of face-to-face interviews. Moreover, they save the
researcher’s time as the interviews are already transcribed thereby eliminating any
transcription errors; especially in the case of this study where the timeframe allotted is very
limited – three months. Email interviews allow interviewees to participate in familiar
environments; reducing pressures. Participants are more comfortable with email
interviews as they are able to express their views, opinions and feelings more honestly and
comfortably owing to the anonymity factor. Despite all these advantages, email interviews
could be costly for interviewees; as the time taken to complete the interview could be
better invested in performing other tasks. The researcher also faces the risk that some
participants may drop out before the interviews are completed. Another disadvantage is
that the information provided from the interviewees might not be very profound. Although
some researchers have proved that email interviews yield outputs as dense as face-to-face
interviews (Bampton & Cowton, 2002; Meho, 2006; Murray, 2004).
The researcher had an important decision to make regarding the interview questions. The
researcher had to consider whether to send all questions at once or to send them out in
batches. Sending a big number of questions at once will make the interview more like a
questionnaire, which may be discouraging to the participant. Similarly, sending questions
over repeatedly could lead the participant to be irritated by the interview (Bampton &
Cowton, 2002). To keep the researchers at ease and interested while completing the
23
interview, the researcher decided it was best to conduct the interview over two phases,
where questions were sent out in two smaller batches. All participants received the
interview questions alike; arranged in the same order and grouped into two similar batches.
To ensure anonymity and in the same time link the respondents’ answers to the library he
belongs to, each strategy maker interviewed was assigned a name SM-A for Library A, SM-B
for Library B, SM-C for Library C, etc...
The questions used in the interview were semi-structured to enable a certain degree of
order in the interview and for the purpose of repeating the research in the future (Bryman,
2004; May, 2001). The semi-structured questions turned the interview into an dynamic and
evolving process (Fontana and Frey, 2000). The researcher clarified answers with follow-up
questions.
5.5 DATA ANALYSIS
Given the data collected the researcher used data coding process to analyze the documents
and interviews. Qualitative thematic analysis methods were adopted for the analysis of
the project’s data. Qualitative thematic analysis is the process of finding themes and
patterns in the data collected (Boyatzis, 1998; Gorman & Clayton, 2008; Saldana, 2009). In
that, the researcher organized the documents into chunks and later generated common
themes out of these chunks (Creswell 2009; Miles & Huberman 1994). Refer to Appendix 4.
for a sample of the strategic document analysis and Appendix 3 for a list of the documents
analyzed.
5.6 ETHICS
This dissertation was categorized as a low-risk research project, and was cleared by the
Ethics Committee in the University of Sheffield’s Information School. Data will be
destroyed immediately after the results of this dissertation examination are received, given
no further revisions are required. Informed consent was obtained from participants and
participants were assured of confidentiality and anonymity (Bryman, 2004; Creswell, 2009).
24
5.7 SUMMARY
This research followed the qualitative inductive approach. It employed the use of
documents’ analysis and email interviews. The researcher used thematic analysis to
analyze the strategic documents as well as the email interview responses.
To summarize the procedures of this research; firstly, the researcher reviewed the
literature available on the subject at hand and decided on the research candidates. Next,
the strategic documents of the eight libraries (research sample) were downloaded from
their respective public domains along with other supporting documents (if available) and
analyzed rigorously. The researcher subsequently formulated the interview questions on
the basis of the analyzed strategic documents and the literature review conducted. After
that, the researcher contacted the strategy makers in each of the eight libraries to ask for
their consent to participate in the research. Upon their response, they were forwarded the
questions of the first phase of the interview. The researcher waited for the responses from
the interviewees and on receiving the responses sent the participants the second set of
questions. When all responses were received, the researcher began analyzing the replies
to generate common themes.
25
4 .0 RESULTS
This chapter presents the findings of the analysis of strategic documents of the libraries
participating in this research. It also includes the findings from the email interviews
conducted with strategy makers of the research sample.
This chapter consists of eight sections corresponding to the eight research candidates. Each
section is further composed of two sub-sections. The first reports the results of the analysis
of the strategic documents and the second documents the findings from the email
interviews with the strategy makers of each library respectively. Lastly, the chapter is
concluded with a brief summary of the findings.
4.1 LIBRARY A
4.2.1 LIBRARY A STRATEGIC DOCUMENTS ANALYSIS
As apparent from the analysis of the strategic plan of Library A, the priorities the library is
concerned with are making its collections available to the world to be used to support
research for social and economic benefits. Another key priority to Library A is to take the
initiative and participate in building a world digital library.
Interestingly, the mission statement of the library eliminates boundaries and involves the
entire world. Further, the library’s vision supports the strategic priorities laid down. The
role of the library is defined clearly in the document and is highly consistent with the role of
a national library. Library A recognizes the huge burden that lies on its shoulder as a result
of its public service role and the Legal Deposit Libraries Act of 2003 (UK Government
Legislation, 2003).
The digital library is explicitly referred to in the strategic document as the “world’s
knowledge base” repeatedly.
It was revealed that the plan is business driven by the mission of the library, which is
actually the role of Library A. Moreover, the plan is very well integrated as each element of
the plan leads into the next. Furthermore, the plan is very systematic; each priority to
Library A was set as a goal and each goal is further broken down into several objectives.
Under each of the objectives, actions are listed that would lead to attaining that objective
and therefore the overall goal. The plan was issued for the period 2011-2015. It is the only
26
strategic plan for this period available in the library’s public domain. So the researcher
cannot say that the plan is a dynamic one that is continuously reviewed an updated.
However, there is an action plan available for the current year (Doc-A2) to help force the
library’s efforts into the right direction. The plan is a holistic as it looks not at the library
and its possessions but actually involves the management and the finance department in
helping realize goals and objectives (Doc-A1) although there is no explicit reference made
to the management or its role in realizing the organisation’s goals. The writing style of the
plan is very understandable and eloquent. Nevertheless, the plan is slightly optimistic and
not completely realistic given the resources at hand. However, it is stated in the plan that
Library A shall make its best to secure the necessary funding to maintain the core services it
provides.
Despite the fact that critical success factors were not brought up or highlighted, the plan
supports the three foundations of a library (Chowdhury et. al, 2008) – content, services and
users. Digitally speaking, Library A supports digital content, digital services and digital
users. Library A’s digital services are mainly in the form of access provision to collections to
both national and international users. With reference to digital preservation and its related
challenges, Library A is completely aware of the challenges and implications ahead.
4.2.2 SM-A EMAIL INTERVIEW
A senior manager at Library A whose job title reveals that this person is responsible for
formulating strategic plans was contacted to complete this email interview. The strategy
maker had showed interest immediately in participating in this research. However,
unfortunately no response was received after the questions of the first phase were sent.
4.2 LIBRARY B
As mentioned in the previous chapter, this organisation is not a library precisely but fits into
the definition of a library. Its role is very similar to that of a national library as guardians to
national heritage.
27
4.2.1 LIBRARY B STRATEGIC DOCUMENTS ANALYSIS
It was noted that the priorities of Library B was to expand its collections, to provide
widened access, and to guarantee physical and digital preservation. Moreover, it is set to
widen its funding base in these difficult times especially with the budget reductions.
Further, Library B has set a priority for itself as an organization to be “agile and confident,
trusted and efficient” (Doc-B1).
The mission and the vision statements of Library B are not included in the document albeit
the mission could be deduced from the role and responsibilities section of the document.
The role of Library B is not very consistent with that of a national library although it is
similar to that of national libraries as guardians to national heritage.
Library B as a digital library is referred to in the strategic documents implicitly. Library B
admits to the importance of digital collections, digital preservation and digital access and
therefore digital libraries.
The plan’s drivers are the role of Library B as well as getting over the tough economic
recession time. The elements of the plan are to some extent integrated together despite
that they may be arranged in a better order. Each priority is broken down further into a set
of goals followed by a couple of brief explanatory paragraphs. The plan analyzed was
issued for the period from 2011 to 2015. It is the only strategic plan available in the
library’s public domain plus it is a quite recent document. As a result, the researcher
cannot decide if the plan is of a dynamic nature. It is not clear from the analysis whether or
not the plan is holistic to the entire organization or not. From the researcher’s point of
view, the writing style of the plan is not the very best one.
The Library B admits in the plan explicitly that it has scant amounts of resources at hand
and needs to secure more funding. Consequently, this is one of Library B’s topmost
priorities. It also declares that it is short in human resources. The management is not
referred to at all but owing to difficult economic times brought about by the recession, the
plan works on building enthusiasm and expertise of staff. Even though Library B does not
discuss any critical success factors, it instead points out critical “survival” factors.
The plan certainly addresses digital libraries as it supports digital content, digital service and
digital users. Library B is considered an expert in digital preservation. Hence, it is
completely aware of all digital preservation challenges ahead.
28
4.2.2 SM-B EMAIL INTERVIEW
A senior member of the management team at Library B whose job title shows that this
person is responsible for formulating strategic plans was contacted to complete this email
interview. Unfortunately, no response was received.
4.3 LIBRARY C
4.3.1 LIBRARY C STRATEGIC DOCUMENTS ANALYSIS
Library C priorities as apprehended from the analysis of Doc-C1 are focused towards
providing access to enhanced collections, organizational effectiveness and collaboration.
The mission and vision statements are not included explicitly in the strategic plan but
however may be concluded from the Purpose and Value section of the document (Doc-C1).
The library’s role is clearly that of a typical national library. Likewise, the strategic plan
(Doc-C1) is very much consistent with that of a national library.
Library C as a digital library is referred to explicitly by admitting the importance of
preserving digital content. The strategic plan is purpose driven by competition in that
Library C is very concerned with what its rivals are doing. The plan’s elements are very well
integrated. First, in the plan the goals to be realized are stated, followed by describing how
these goals are to be realized and finally the support factors that shall help the Library in
realizing its goals. The plan is much organised. Each of its priorities is listed and outlined by
a set of goals. Further, under each goal is an explanation of how the goals may be attained.
This plan was issued for the period from 2011 to 2014. It is the only plan available online so
the researcher cannot decide if the plan is dynamic and being reviewed and modified
continuously. The plan is holistic to the entire organization as its priority directed at
organizational effectiveness targets management and staff. Its writing style may be
described as coherent, succinct and crisp. The document is a very realistic one. It shows
exactly what resources it has and what resources it needs to acquire to achieve every goal
under each priority. Management is referred to positively as an essential factor of
motivating staff under the organizational effectiveness priority. Critical success factors are
not mentioned but instead challenges and opportunities to be exploited are outlined
clearly.
29
Library C supports the three foundations of digital libraries; digital content, digital services
and digital users. It intends to develop interactive online services to enable its users to
reuse and contribute to national collections online. Despite their close to perfect strategic
plan, Library C has overlooked digital preservation and did not discuss it.
4.3.2 SM-C EMAIL INTERVIEW
Library C has completed both phases of the email interviews. Questions of the first phase
of the interview are composed of two sections- the digital library provision and the digital
library strategy. With respect to the digital library provision, Library C’s strategy maker
(SM-C) stated that the digitized images of the library’s own content are the most valuable
digital resources. Other electronic resources of the digital library are various databases,
reference resource, digitized books, periodicals and manuscripts. The library also has
access to records and abstracts via online services and databases, full-text newspapers,
journals, reports and reference works. Library C also has external links with a third party
who has digitized a lot of their content. The strategy maker declared that Library C is also
going to participate in the Europeana project and is interested in linking digital content
between institutions.
The Library C’s SM-C stated that the library’s users may be “anyone in the world”. He also
revealed that internal analysis indicated that 15% of users are from outside the UK. Users
have access to “Learning Zone”, which is a collection of specially designed resources to
support classroom teaching using the local national library collections. Users of Library C
also have access to a digital archive of electronic resources. Further, special information
resources are made available to registered users.
SM-C declared that the library’s choices in digitization of content are influenced by three
major factors. The first is the commitment of Library C to its role as a national library and a
custodian of national heritage. The second factor influencing digitization choices is the
preservation of physical material at risk of deterioration.
When asked about their perception of the role of digital national libraries in the next ten
years, SM-C responded with awareness stating that it will be quite challenging in terms of
digital preservation, bringing together the physically disparate but related resources,
digitization of rare or unique materials, managing intellectual property and enabling
effective electronic legal deposit.
30
With respect to the digital library strategy, SM-C portrays the digital library strategy as a
“key theme” in the overall library strategy. Concluding phase one, when questioned on the
importance of the digital library provision within the overall library strategy SM-C said that
it is extremely important and recognized that it will be challenging to “embrace, invest in
and push forward the digital revolution” while managing non-electronic resources
simultaneously.
Subsequently, the second phase questions are related to the library strategy process. SM-C
confirmed that the library strategy is developed by senior staff coordinated by the Strategy
and Performance Manager. Finally, the plan is formally approved by the library’s board of
Trustees. However, the development process is not a fixed one. SM-C admits that whilst
formulating Library C’s strategy, strategic plans of other digital libraries have been
reviewed. With regard to prioritization of strategies, SM-C clarified that strategies are
prioritized depending on the budget and funding available.
Furthermore, SM-C comments on the nature of the library’s strategies as a combination of
both intentional and emergent albeit they are meant to be more intentional. He also
confesses that not all digital strategies of previous years were realized. This was partly
because of high expectations due to pressures from funders, senior management. An
instance where the intended strategy was not realized is that of the digital preservation
project according to SM-C. The strategy was not executed successfully on account of
technical problems, legal implications and high expectations. On the other hand, SM-C
reports that the provision of remote access to a different category of audience was a
success story. This was attributable to proper planning and monitoring.
SM-C verified that once the library strategy was approved by the library’s Board of
Trustees, it was made available to all staff electronically and members of senior
management were offered a hard copy as well. As indicated by SM-C, strategies developed
are not actually evaluated. Yet, success is thought of as meeting targets and delivering the
objectives of the annual plan (the strategic plan is decomposed into smaller executable
annual plans called the annual plan). Unfulfilled strategies are discarded after review if
found not relevant to future strategy.
The difficulties encountered while setting Library C’s digital library strategy are numerous.
The first is the collaboration across the different units of the library. Another major
difficulty is coordinating goals with external bodies. It is also challenging to maintain a
31
balance between services of the analogue library and the digital library since “many see
digital as icing on the cake” as SM-C says. Further, it is growing more pretentious to
maintain a competitive edge in this Wiki-Google age. Finally, Library C as per SM-C, has
always had struggled to find ways to evaluate its digital services.
4.4 LIBRARY D
4.4.1 LIBRARY D STRATEGIC DOCUMENTS ANALYSIS
The analysis showed that the priorities of Library D were very concise and focused on
enhancing institutional flexibility, flexibility of information and content and establishing
flexible relations with its users.
The mission and vision statements are included in the strategic documents analyzed as well
as the role of the library. The strategy document is indeed very much consistent with the
role of a national library as a collector and as guardian of national culture and heritage.
Despite this, the digital library is referred to implicitly. The plan proposes providing services
in a different more efficient way, thereby referring implicitly to digital services. The plan of
Library D is based on its mission. Elements of the plan are fragmented and not presented in
a way that establishes connections between each element and the other. Although each
priority is set as a goal, some goals are explained while others are not.
The plan was issued for the period from 2011 to 2014 and it is the only strategic plan
available online in the library’s public domain. Moreover, since the plan is recent the
researcher is not able to decide whether the plan is continuously being reviewed and
updated. The strategic plan of Library D may not be described as holistic. It exerts some
pressure on staff under the institutional effectiveness section although the management
team of the library is not referred to whatsoever. The plan’s writing style is very simple and
the researcher feels it could have been better composed to add further clarity. Library D’s
plan has a section dedicated to the resources required to attain the goals determined. Yet,
it does not take into account critical success factors.
With respect to the digital library, the plan points out that it is challenging to offer access to
digital resources. Nevertheless, it supports digital services and digital users. NLW greatly
appreciates preservation. However, it does not obviously refer to the preservation of
physical resources or electronic resources. Instead, it indicates that resources in some
32
cases might witness the change in format into a more suitable format; which slightly hints
to digital preservation.
4.4.2 SM-D EMAIL INTERVIEW
Library D has completed both phases of the email interviews. With respect to the digital
library provision, Library D’s strategy maker (SM-D) stated that the digitized images of the
library’s own content are the most valuable digital resources because they are unique to
the library. Other licensed electronic resources the library provides access to besides
journals and ebooks are reference works, databases, theses, graphic material, news papers,
official publications, encyclopaedias, etc... SM-D said that the library has external links to
other remote image collections that supplement the library’s existing collections.
The Library D identifies its users to be anyone from the public interested in its collections,
as per SM-D. The services provided by the library include the library’s digitized collections,
enquiry services and education services. Similar to Library C, Library D provides special
information services to registered users. SM-D explains that digitization choices are
determined by the digitization strategy, which focuses on digitization as a means of
preserving the unique library content. He further explains that other factors include
external commercial commissions, and possibly in the future digitization on request.
SM-D predicts that in the future some national libraries’ current services might cease or
become available in a more efficient new way. He also expects greater accession to digital
collections due to full electronic legal deposit. Further, SM-D anticipates that in the future,
the library will be used more by researchers and learners thereby returning the library to its
basic functions. He envisions that digital national libraries will be better integrated with
other information and archive services.
With reference to digital library strategy, SM-D assures that the digital library strategy feeds
into the major Library Strategy. He also assures that the digital library provision is very
important within the overall library strategy. He explains that “all libraries are becoming
digitally inclined institutions” as geographic location restricts access.
Investigating the library research process, SM-D responded that the library’s three year
strategy is developed by the Library Board. He further elucidates that the senior
management team prepares the strategy taking into consideration input from library staff
and in the same time minding outside interests. During the process, strategy plans of other
33
digital libraries are consulted. SM-D explains that the priorities defined may sometimes be
priorities from previous plans although they might be new priorities identified by different
sections of the library. These priorities might even emerge as a result of scanning and
assessing the external environment. On other occasions, priorities might be according to
the requirements of funders. SM-D describes the nature of the strategies of Library D as
mostly intentional but flexible and adaptable to some extent.
SM-D admitted that during the past years not all strategies relating to the management of
digital libraries were fully realized. Government idleness and slowness to legislate has
caused the electronic legal deposit strategy to fail. On the other hand, the implementation
of two digitization projects of newspapers and journals is a success story. The reason
behind this success is the increasing expertise in system and development of systems like
automated workflow procedures.
The library strategy is communicated throughout the Library D through regular briefings,
staff meetings and personal appraisals. At the end of their targeted period, the strategies
set are formally reviewed by the library and the government. Unfulfilled strategies are
assessed and abandoned, redirected or retained as appropriate.
There were numerous challenges faced when setting Library D strategy. The challenges
were the lack of abundant resources, inflexibility of policies and procedures, not
overlooking the analogue library and most importantly keeping up with the constantly
changing technology. Other key issues or implications that have previously been
encountered when formulating strategy were the library’s resistance to change. It also had
to deal with knowing what to do especially when the way was uncertain. Finally, it was
difficult to depend on external agents.
4.5 LIBRARY E
Library E is an academic library however with the burden of a national library as it is a legal
deposit library. It therefore plays the role of an academic library as well that of a national
library.
34
4.5.1 LIBRARY E STRATEGIC DOCUMENTS ANALYSIS
Library E has the largest number of strategic goals when compared to the other libraries in
the sample. It seeks to develop their collections, enhance availability and access to these
collections, and to optimise the physical library’s environment for study and research.
Further, Library E intends to ensure appropriate preservation of collections, ensure the
availability of an adequate technical infrastructure and to develop partnerships and
collaborations with other libraries. Furthermore, it anticipates to have support from high
quality staff and finally to ensure the adequacy and availability of resources to fulfil this
plan.
The mission statement is clearly included in the library’s strategic plan. Although the vision
statement is not included, the Key Assumptions section of Doc-E1 may be thought of as the
library’s vision of what it wants to be regarded as. The role of the library is embedded in
the Key Assumptions section. In the same section, it is interesting that Library E refers to
itself as a hybrid library. It is noteworthy here that this strategic document (Doc-E1) is
more consistent with the role of academic libraries rather than with the role of national
libraries.
The plan is mission driven primarily concerned with the library’s position amongst its
competitors and knowledge provision to the society. Elements of the plan are not fully
integrated as each element does not support its successor. However, the plan is systematic
as each goal is broken down into briefly described objectives. It is evident that the plans of
Library E are not dynamic. The Library E has four subordinate libraries and only the plans of
two libraries are available despite the fact that the period for which the plan was created is
coming to an end this year. Moreover, the plan for the Medical Library is almost a copy of
the main library’s plan. The researcher cannot decide if the plan is holistic to the entire
organization; the staffs is included in the plan but no referral to the management. The
strategic plan is a concise document written in very simple language. The plan is realistic as
Library E recognizes the importance of securing sufficient resources; this itself is one of its
strategic goals.
Library E lists its critical success factors as the availability of adequate resources and stable
income. Simultaneously, it has identified its risks clearly as reduced funding and the failure
to raise further funding.
35
Speaking of a digital Library E, Library E supports the three foundations of librarianship. It
maintains digital collections, seeks to improve its digital services by improving online access
and finally digital users. Discussing digital preservation, Library E does not mention it at all.
Yet, one of the goals of Library E is to prepare and implement a preservation policy for all
parts of its collections. Preservation itself is brought up as an objective as the library strives
to ensure that its collections are housed and preserved appropriately.
4.5.2 SM-E EMAIL INTERVIEW
From the strategy maker of Library E (SM-E), the most valuable digital resources are
electronic journals for the fields of the sciences, social sciences, arts and humanities. Other
electronic resources possessed are full-test ad abstract and indexing databases, special
archives, newspapers, etc... Library E has external links to image collections.
SM-E comments on the library’s users as being primarily academic and research staff,
students, local, national and international researchers. A digital service available to the
institution’s researchers & students is access to digital material. Other registered users are
entitled access to special information resources. SM-E points out that the principal driver
behind digitization choices is enriching the modest collection currently available. Another
significant driver is the potential use of the digitized material for teaching purposes.
SM-E expects that in the next ten years that digital national libraries will be created based
on institution-local digitized content. He also anticipates that digital national libraries will
support interoperability, develop tools and technology for content reuse, promote
sustainability, and develop national licensing models to aid in sharing images.
Discussing digital library strategy with SM-E, he declares that the library’s digital strategy is
at the core of the overall library strategy although print collections remain essentially
important. Moreover, he declares that the digital library provision with respect to the
overall library strategy is of growing importance as it will help with the reductions in
budgets by providing cost-effective services and increasing the quality of the library’s
provision.
With reference to the library strategy process, SM-E states that the digital library strategy is
set by the library’s senior management team in consultation with heads of departments.
He further elaborates that the first step in developing the plan is conducting workshops
36
involving the senior management team in addition to significant contributors such as the
Digitization Manager. Next, the drafts are developed and refined by senior management
team, keeping priorities in mind. At the last stage, the final draft is edited by the Head of
the Library. During the process of formulating the strategy, SM-E admits that other plans
are usually consulted.
Moreover, SM-E said that while priorities are formulated, the library takes into account the
overall strategy priorities, general trends in library provision and financial planning and
funding availability. It also has to consider inputs from partnerships and collaborations.
And above all, it has to keep in mind the library’s role.
SM-E marks Library E’s strategy as mostly intentional but flexible and adaptable to some
extent. He goes beyond this point to explain that most strategies developed were realized.
An instance where library strategy was not fulfilled was one when the library started a
single library catalogue covering all holdings. The library had failed to complete this project
because of the decentralized nature of library. It also had a difficult time with the different
practices, standards, regulations employed earlier and high expectations. On the contrary,
the creation of a digital library infrastructure was a success. The project succeeded on
account of the availability of funding from a donor, the ability to recruit first-class staff and
sound project planning. Unfulfilled strategies are discarded after being reviewed if found
not relevant to future strategies.
As per SM-E, the library strategy is usually communicated to all library staff. At the end of
the period, the strategies are evaluated in the annual review. In addition, they are also
evaluated by the senior management team.
When setting the library’s digital library strategy, it is hard to keep up with the rapidly
changing technology explained SM-E when asked about challenges faced. It is also quite
tricky to plan ahead in order to secure sufficient funding for the Library’s project.
4.6 LIBRARY F
Similar to Library E, Library F is an academic library however with the burden of a national
library as it is a legal deposit library. It therefore plays the role of an academic library as
well that of a national library.
37
4.6.1 LIBRARY F STRATEGIC DOCUMENTS ANALYSIS
Upon analyzing the strategic documents of Library F, it appears that Library F is very keen to
provide excellent service. It is also interested in learning from its users and staff s well.
Besides, Library F is eager to enhance and preserve its collections and develop the
necessary skills in staff. It understands that it is important to provide effective leadership
to accomplish its goals. That is why providing effective leadership itself is a goal.
Moreover, Library F has set collaborating with leading organizations to enhance service
quality as a priority.
In the plan, the mission and vision statements are included. The role of the library is also
incorporated as an academic library although it functions as both an academic library and a
national library. Library F perceives itself as a significant partner in teaching and research.
The plan does not refer to the library’s role as a legal deposit. Despite this, it makes
reference to the preservation of physical content and digital curation on different
occasions.
The digital library F is referred to implicitly in the document. There is an indication of
physical content and digital content. Therefore the researcher can refer to Library F as a
hybrid library.
The plan is driven by the desire of Library F to achieve and sustain excellence in every area
of teaching and research. The plan is also driven by the library’s ambition to develop its
historical position as world class university. Regardless, there are no signs of its
responsibility towards being a legal deposit library. The elements of the plan are integrated
as each element leads logically into the next. It is also a systematic and organized plan
broken down into smaller executable parts. Besides being well integrated, systematic and
organized the plan is also dynamic. In 2009, the library reviewed the plan laid for 2011 and
updated it to go from 2009/10 to 2014/15. Furthermore, the plan is a holistic one as it
mentions the essential roles of leadership and governance as well as employees’ roles. It is
also written properly and effectively. Nevertheless, the plan might not be very realistic as it
addresses allocating budgets but do not refer to securing funding in these harsh economic
times.
The Library F lists its critical success factors as leadership and governance, competent staff
and collaboration with other organizations. It refers to its management positively as a
critical success factor.
38
Library F supports the three foundations of digital libraries – digital content, digital service
and digital users. With reference to digital preservation, the library expresses its interest in
wishing to lead and innovate in digital curation.
4.6.2 SM-F EMAIL INTERVIEW
Unfortunately, strategy maker of Library F (SM-F) has not responded to the researcher’s
interview requests.
4.7 LIBRARY G
As mentioned earlier in the previous chapter, Library G was chosen as a major research
library renowned for its focus on electronic resources and digitization, which was
highlighted strongly in its strategy documents.
4.7.1 LIBRARY G STRATEGIC DOCUMENTS ANALYSIS
Library G’s top priority is maintaining the library’s position and good name. It is also very
concerned with how its customers perceive it. Library G is anxious about attracting the
right people to work for it and how its employees see it. Service excellence and satisfying
users’ needs and expectations is also important to Library G. It also prioritizes showing
value to its users and funders.
The mission and vision statements are included in the library’s strategic plan. The role of
the library is also available in the plan as an academic national library rather than a national
library. However, the researcher found that the role of Library G is more coherent with
that of an academic library. The digital Library G is referred to implicitly within the
document. As there is reference to physical and digital content, the library may be
regarded as a hybrid library although the strategic plan indicates that there is more
weightage to physical content of the library. The plan is largely driven by a futuristic
agenda of the area in which the library is based in. Another strong driver is the library’s
commitment to maintain or improve its position as one of the largest academic libraries
and one of the five national research libraries funded by HEFCE (Higher Education Funding
Council for England). The plan’s elements are very well integrated together. The plan
starts with the mission statement before outlining the vision; major challenges are
introduced later on to help build the vision. The plan may be described as systematic. It
39
consists of five priorities, each discussed in detail. These priorities were deduced from a
discussion with stakeholders. The plan Doc-G1 was issued for the period from 2009 to
2012. However, it was reviewed in 2010 and a new document Doc-G2 was issued. The plan
may not be holistic as it talked about staff without referring to management at all. It
discussed the important role of employees and equipping them with new skills and
knowledge to develop them into more competent librarians. The plan is written in a clear
specific and crisp style. The plan does not indicate whether or not the Library has sufficient
funding. Library G mentions its critical success factors as aligning the library with the
overall organization planning.
The library supports the three foundations of digital libraries; digital content, digital
services and digital users. Digital content was found to be integrated alongside the physical
content of the library. Digital services was not mentioned in Doc-G1 but later on
introduced in Doc-G2. The library wishes to introduce at least three new options annually.
Digital preservation was not brought up in Doc-G1. But in Doc-G2, which is the reviewed
version, Library G aims to prioritize annually the collections to be preserved based on
survey tools results.
4.7.2 SM-G EMAIL INTERVIEW
From the perspective of the strategy maker of Library G (SM-G) the most valuable digital
resources of Library G are the library’s research outputs & digitized special collections.
Other licensed electronic resources available to users of Library G are bibliographic
databases, discovery tools and financial databases. The library also has links to remote
collections of digital resources. The library’s users are mainly academic staff, students,
national and international researchers and the local community. These users have access
to digital collections available online depending on licensing restrictions. SM-G asserts that
choices in digitization of content are guarded by the digitization strategy which maps onto
the overall strategy. SM-G predicts the role of a national library will be to widening access
and to maximize the impact of content use.
With respect to the digital library strategy, SM-G responded that the digital strategy is
embedded in library practices and in new strategy documents. SM-G stated that the digital
library provision is very important to Library G as it increases the value derived from
collections and enhances access.
40
With reference to the library strategy process, Library G’s strategy is set by the Library
Leadership Team (LLT) in consultation with all library staff. First, a draft is developed by the
LLT and a consultant, then refined by middle management and finally opened up to all staff
to provide their input. SM-G admits that during the process of formulating the strategy
other plans were consulted. Priorities are defined whilst formulating the library’s strategy
based on the overall strategic priorities.
SM-G describes the nature of the library’s strategies as a combination of intentional
strategies as well as emergent strategies. In the previous years, most strategies developed
were realized. This is due to the fact that those strategies were “smart” strategies being
executed under the supervision of strong leadership monitoring project progress alongside.
The mobile strategy on the other hand was not realized owing to changes in the overall
strategy and shifting priorities. A success story is that of improving resources discovery
project. The reason behind this projects success is making the correct choices in employing
the most suitable technology commented SM-G.
SM-G reported that the library’s strategy was publicized to all staff members. He informed
that the strategies set were evaluated in a quarterly strategy review and in an annual
performance review. Unfulfilled strategies are discarded after the review if found not
relevant to future strategy and any additional resources are identified. During the process
of setting the strategies, the rapid pace of change, financial constraints are to be kept in
mind. It is also challenging to strive to remain innovative given limited human resources.
To conclude the interview, SM-G said that the key issues previously encountered while
formulating strategy for the digital library ranged from resourcing implications, engaging
with relevant stakeholders, communicating with staff, adding value for the overall
institution, being innovative to gaining a competitive advantage.
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4.8 LIBRARY H
4.8.1 LIBRARY H STRATEGIC DOCUMENTS ANALYSIS
Document analysis for Library H disclosed that the library has three priorities in its strategic
plan. The first priority is the targeted collecting of material in new areas. The second is the
strategic digitisation of significant material in order to facilitate access to the library’s
collections. The last priority is to encourage the use of its collections by experts as a means
of adding value to these collections.
The mission statement of Library H was not included directly in the plan but may be read
between the lines whereas the vision statement was incorporated and was highly focused
on transforming the library into a digital library. Simultaneously, the role of the library was
introduced in the strategic document Doc-H1 as a national library and as a special research
library. Doc-H1 was indeed consistent with the role of a national library. Moreover, Library
H undoubtedly appreciates its valuable collections.
The digital library is unambiguously referred to in the document analyzed. The new digital
library was referred to as “groundbreaking digital library” (Doc-H1). The plan was driven by
Library H’s vision; which is to put Library H online rapidly and to acquire new position
amongst others in the profession.
The plan is very well sequenced with its elements integrated. It is also quite systematic.
The first priority was centred on developing collections and their diversity, the second
centred on digitising these collections and third and most important priority was adding
value to these collections exploiting experts’ experiences. Doc-H1 was the devised for the
period from 2009 to 2014 however there is no evidence that it has been reviewed yet. The
researcher cannot decide if the plan is holistic to the entire organization or not. The staffs
are included in the plan but not the library’s leadership. The plan is very well written in a
clear, specific and crisp style. In the plan Library H recognized the importance of acquiring
new human resources and plan accordingly. Conversely, there were no financial resources
planning in the document probably due to private funding.
Despite the fact that Library H has not incorporated any critical success factors, it definitely
supported the three foundations of a library in its plan. The library supports digital content,
is working on its digital services and therefore its digital users. Though Library H is deeply
42
engaged in transforming itself from a print resources library to a digital library, it did not
address the issue of digital preservation in its plan at all.
4.8.2 SM-H EMAIL INTERVIEW
The email interview with strategy maker of Library H (SM-H) informed the researcher more
of Library H’s directions. From SM-H’s personal opinion, the most valuable resources to
Library H are those resources that are unique to the library and thus differentiate it from
others and give it a strategic advantage. Other licensed electronic resources available to
users include electronic journals, e-books, reference resources, biographical databases,
citation and abstract indices and databases of digitized periodicals. SM-H also stated that
the library has external links to other image collections. These links depend on publishers
restrictions. Some are open access resources and others are accessible to users onsite or
offsite. User groups attracted to this library are specific groups of researchers interested in
the special holdings of the library. A digital service available to them is the widest access
possible, depending on licensing restrictions. SM-H reveals that digitization choices are
informed by the library’s overall strategic plan. He expects the role of a digital national
library in the next ten years to combine the elements of both an archive and a national
library. SM-H also recognizes potential obstacles in terms of copyright legislation of digital
content.
Upon discussing digital library strategy, SM-H affirmed that the digital library strategy is one
of the three key elements of the overall library strategy. He goes further to ascertain that
the digital library provision is the most significant area (in terms of expenditure) over the
next five years despite having major plans for the development of the physical library
space.
The next element of discussion in the interview was library strategy. SM-H stated that the
library’s five year strategy is developed by the library’s senior management team and
approved later by the library’s Executive Board. He went beyond to explain that the
strategy was developed after reviewing the previous strategic plan, surveying existing and
potential audiences, reviewing the library’s strategy in context of the overall strategic plan,
separately reviewing the overall plan and surveying the key issues facing libraries such as
changes in publishing models, growth of born-digital or digitized content provision. SM-H
acknowledged that during the process, strategic plans of other national libraries and special
research libraries were consulted. To define its priorities, Library H considered the needs of
43
existing & potential audiences. It also considered the growing importance of online digital
delivery of material taking into consideration the library’s role. Regarding the nature of the
strategies implemented, SM-H described them as mostly intentional.
In previous years, SM-H confirmed that most strategies related to digital libraries were
realized. This success was due to the reliance on external partners to deliver content on
library’s behalf. Using a third party reduced technological risks by leaving the matter in the
hands of experts. In 2008, the library failed to complete a project that involved mass
digitization of the library’s collections. This was due to the 2008 stock market crash and its
subsequent impact upon income and funding. As a result, the project had to be carried on
with the resources available. Contrastingly, the digital preservation of key journals was an
absolute success. The project was accomplished as a consequence of depending on
partner’s technical abilities that reduced technical risks associated.
SM-C verified that the library strategy is disseminated across the library to staff a-staff
briefings and regular progress reports. He also stated that at the end of the determined
period, the strategies set are evaluated by project managers and the executive board based
on evidence. In the case where strategies were unfulfilled, they are discarded after review
if found to be not relevant to future strategy. Speaking of challenges faced whilst setting
the digital library strategy, SM-H said that it is very demanding to meet the aspirations of
the board. It is also difficult to be compared against other national libraries even though
the library H has fewer resources, staff and lesser operating budget. Finally, SM-H stated
that it was tough to match Library H’s strategies with the strategies of other national
libraries, given the aforementioned constraints in human resources and budgeting.
4.9 SUMMARY OF RESULTS
With respect to the second research objective, the analysis of the strategic documents of
the sample libraries revealed that these digital national libraries have different priorities.
However, the ultimate focus was to enhance their own collections, enable access to
interested users, collaborate with other libraries to unite physically disparate collections.
Digital preservation was also the concern of a few libraries. However, being a new area it
yet needs to be researched more extensively. It was also a priority for several libraries to
secure sufficient funding that would enable the library to operate its projects.
44
With respect to the third research objective, the researcher may identify a few best
practices in developing, implementing and delivering of a digital library. To summarize the
findings related, the researcher has found that the library strategies are set by the top
management; in some cases staff are consulted as well; and later approved by the library’s
board of executives or equivalent bodies. The strategies were implemented successfully if
they were realistically developed keeping in mind the budgets, human resources available
at hand and most importantly their significance with regard to the overall strategy. The
delivery of digital libraries also depends to some extent on the strategies‘ implementation
and the factors affecting the development and implementation.
The results from strategic document analysis and from the email interviews conducted have
been reported in detail in this chapter and summarized briefly above. The email interview
results will be further integrated with the results of the findings from the document
analysis in the next chapter, where findings will be also be related to the existing literature.
This will help the researcher attain the research objectives and thus the research question.
45
5 .0 DISCUSSION
This chapter discusses the meanings of the key findings from the analysis of the strategy
documents as well the results of the interviews, and relates them to the literature and to
each other.
5.1 STRATEGIC PRIORITIES
Considerably, the priorities of each of the eight libraries under investigation are quite
broad. For instance, Library A’s priorities range from focusing on providing access to the
public and enriching culture to participating in the creation of the world’s knowledge base.
Library H on the other hand has its priorities set to help it make a smooth transition into the
digital arena. Another library prioritizes digital preservation, whilst another library is
concerned with generating funding. Therefore, the priorities are defined according to the
situation that the library is actually in and the position it envisions itself to be in. This is
further supported by the fact that the researcher has found that five out of the eight
libraries under investigation have included their vision statement in their strategic plan.
The priorities are in some occasions dictated by the library’s mission; as suggested by Lynch
(2006); and in others by the overall strategic directions of the parent-organization. All
libraries have incorporated their roles as libraries into their strategic documents either
explicitly or implicitly as national libraries, academic libraries or special research libraries,
with the exception of Library B whose original title does not include “Library” in it.
However, the role of Library B is very similar in nature to that of a library and is also
embodied in its strategic documents analyzed. The researcher suggests that it is a good
practice to include the organization’s mission and vision statements besides the library’s
role in the strategic plan. This will help focus the library’s efforts in the direction intended
towards attaining its goals and objectives. This is in accordance with the findings of Pacios
(2004) after investigating the strategic plans of 65 libraries.
For majority of the sample, the strategic plans analyzed are mainly driven by the mission
and vision of each library respectively. In contrast, Library C’s plan is driven by competition
and its desire to secure a specific strategic position. Yet, Library F’s plan is guided by the
priorities and strategies of the parent organization. On the other hand, Library G’s plan is
46
influenced intensely by social changes; newly formulated policies and agendas. This
supports Carr (1992), Johnson (1994) and Shoaf’s (2001) findings that strategic planning in
libraries is a spontaneous reaction to changes in the external or internal library
environment.
Most of the sample’s strategic documents show integration between its elements. But in
libraries B, D and E elements of the plan are not arranged in the best logical sequenced
order. Plans with integrated components are quite systematic with each priority set as a
goal and each goal further resolved into smaller executable objectives. Detailed
explanation of actions that would lead to the realization of each goal or objective is usually
at the end of each section. The researcher has found that plans with well integrated
elements are better focused on the priorities involved (Corrall, 2000; Johnson, 1994).
Four of the library plans analyzed were newly formulated and the period for which they
have been created has just commenced. Therefore, the researcher could not decide if
these plans were dynamic or not (Carr S. , 1992). Another two plans belonging to Libraries
F and G were revised and updated accordingly. Conversely, plans of Libraries E and H were
not revised nor updated given that their timeframe is coming to an end soon. They might
have been revised however they have not been updated on the libraries’ public domains.
Regarding the holisticity of the strategic plans analyzed, only the plans of two libraries from
the sample have directly integrated the library’s management and its role into the strategic
documents as a critical success factor. However, the entire sample interviewed have
reported that the library strategy is made available to all library staff via different means.
Therefore the researcher is not able to determine if the plans are holistic to the entire
organization. Nevertheless, all plans were clearly written, easily understandable and crisp
which might indicate that they are meant to be communicated to all levels of staff in the
libraries (Mintzberg, 1973; Wheelen & Hunger, 2010).
All plans analyzed distinguished that it was important to generate more funding to be able
to fulfil its goals and objectives completely. For some of the libraries, securing sufficient
funding is a goal itself. Therefore, the researcher suggests that the plans are realistic to
some extent as the libraries are aware of the necessity to generate more funding to cover
its projects (Corrall, 2000; Wheelen & Hunger, 2010).
Four libraries have failed to identify and present their critical success factors in their plans.
Alternatively, Library B has listed its “critical survival factors” (Doc-B1) indicating that the it
47
is sinking. The remaining of the sample were unambiguous about their critical success
factors (CSFs). Library E has thought of its CSFs as adequate resources and stable income.
Yet Library F’s CSFs were leadership and governance, competent staff and collaboration
with other organizations and Library G’s CSF was to align the library’s planning with the
planning of the overall organization (Shoaf, 2001).
Regarding defining the priorities while formulating the library’s strategy, Library C and G ‘s
strategy makers stated that the priorities are dictated by the overall strategic plan and
depending on funding availability. SM-D explained that the priorities may sometimes be
priorities from previous plans although they might be new priorities identified by different
sections of the library. These priorities might even emerge as a result of scanning and
assessing the external environment. On other occasions, priorities might be according to
the requirements of funders. Contrarily, SM-E said that while priorities are formulated, the
library takes into account the overall strategy priorities, general trends in library provision,
financial planning and funding availability. It also has to consider inputs from partnerships
and collaborations. And above all, it has to keep in mind the library’s role. To define its
priorities, Library H considered the needs of existing & potential audiences. It also
considered the growing importance of online digital delivery of material taking into
consideration the library’s role. All the above mentioned priorities fit into Johnson’s (1994)
identification of strategic issues, where she clarifies that priorities are controlled by
strategic issues and external environmental factors. These strategic issues may be
financing, technology, human resources available and special users’ needs. It further
supports Stueart & Moran (2007) whose explanation introduced strategic planning as a
major tool for effective detection of priorities.
5.2 DIGITAL LIBRARY PROVISION
Four of the eight libraries admit to the existence of their digital libraries directly whereas
the remaining four libraries refer to their digital library indirectly. They hint at the
availability of digital content and digital services to their users. Interestingly, Library E
defines itself as a “hybrid library” in its strategic documents. All libraries in the sample
support the elements of library services (Chowdhury et. al, 2008) in a digital context.
Besides access to databases, reference resources, digitised books, periodicals, manuscripts,
etc... all libraries interviewed have external links to other remote collections of digital
48
resources that are supplementary to existing collections. Strategy makers SM-C, SM-G, SM-
E and SM-D identify their users as any individual interested in their collections except SM-H
who identifies the library’s users as “specific groups of researchers interested in the special
holdings of the library”. The digital services available to these users is access to online
digital collections and special information resources depending on licensing restrictions and
whether or not the users are registered users.
Regarding influences on choices of digitization, Library C admits that it is constrained by its
role as a national library, by the urge to preserve physically deteriorating material and by
the need to integrate geographically disparate collections. Libraries G and H are held back
by their commitment to the overall strategic plan. In comparison, Library E is committed to
enhancing its collections and is subjective to the material being used for teaching purposes.
Library D is an interesting case where digitization choices are determined by the digitization
strategy which focuses o digitization as a means of preserving unique library content. SM-D
says that “other factors include external commercial commissions, and maybe in the future
digitization on demand”.
Concerning priorities of digital libraries, it was evident that digital preservation was a major
issue for half of the sample whilst others have failed to address it but are yet aware of its
implications (Andrews & Law, 2004; Tedd & Large, 2005).
All strategy makers interviewed, agreed that the most valuable digital resources are the
digitized images of their own content as they are unique to each library respectively. This
differentiates each library and gives it a strategic advantage. This is in accordance with
what Carr (1992) and Johnson (1994) stated; maintaining a strategic position may be a
priority or even a driver to a library’s strategic plan.
5.3 ROLE OF NATIONAL LIBRARIES IN THE NEXT 10 YEARS & CHALLENGES
INVOLVED
Library C recognizes the challenges that digital libraries will have to encounter such as
digital preservation (what and how), joining geographically dispersed locations, managing
intellectual property and enabling effective electronic deposit. In contrast, SM-H predicts
the role of a library to be combined encompassing functions of an archive and a library.
SM-D expects the library to be used more often and that a library returns to its basic
functions.
49
The interview sample were faced by different types of challenges when attempting to set
the digital library strategy and the researcher anticipates that these challenges will be yet
involved in the future if not dealt with appropriately. These challenges are primarily related
to handling the rapid pace of change of technology, generating funding, lack of sufficient
resources, and most importantly managing the analogue library side by side with the digital
one. Other challenges are trying to meet the aspirations of the library’s board, coping with
collaborations (internal or external to the library) and dealing with inflexible policies and
procedures.
5.4 DIGITAL LIBRARY STRATEGY
All interview respondents agreed that the digital library provision is a key theme of their
overall strategy. They further commented that the digital library provision is extremely
important with respect to the overall library strategy. The interview respondents were all
in agreement regarding the nature of the libraries’ strategies being a combination of both
intentional strategies and emergent strategies. The strategies were mostly intentional but
flexible and adaptable to some extent. This holds good since libraries have some control
over internal factors such as human resources and technologies employed but no control of
external environmental changes such as the legislation of new laws or the introduction of
new policies by the parent organization. As a consequence, the library has to
accommodate itself with the changes and respond to them in the best way possible.
The sample interviewed were all in accordance that all the digital library strategies in
previous years were mostly realized due to varying reasons. Library C has failed due to high
expectations whereas Library G was positive about realizing mostly all of its digital library
strategies. It boasted about its strategies being smart strategies that were managed by
strong leadership along with monitored project progress. Reasons behind previous failures
encountered by the entire sample ranged from technical problems, legal implications, high
expectations, changes in overall strategy, shifting priorities to changes in the libraries’
environments. To the contrary, factors that lead to the fulfilment of strategies stemmed
from proper planning and monitoring, implementing the most suitable technology,
outsourcing to reduce failures due to technological issues, securing additional funding and
increased experience from learning.
50
5.5 DIGITAL LIBRARY STRATEGY PROCESS
The analysis of library’s strategic plans reveals to some extent the library’s planning process
(Pacios, 2004). Two of the interview respondents namely Library C and Library H employ
the same process for developing the library’s strategy. Their plans are developed by senior
staff and later approved by their governing boards. This approach discussed by Wheelen &
Hunger (2010) is called the planning approach.
On the other hand, Libraries D, E, and G develop their plans using the logical
incrementalism approach (Lynch, 2006; Quinn, 1980). In this, the top management sets the
mission, goals and objectives. However, the strategy is developed after further interactive
discussions, debates and reflection over previous experiences and experiments with
subordinate staff (Guth & MacMillan, 1986; Hickson et.al, 1986; Wooldridge & Floyd, 1990).
All libraries confess to consulting plans of other libraries while formulating their own. This
indicates that the libraries are seeking maintaining a specific strategic position amongst
their competitors, i.e. other national libraries (Carr S. , 1992; Johnson, 1994). This agrees
with Pacios (2004) who said that “benchmarking is one of the most used techniques” for
establishing a strategic position.
Finally, strategies are reviewed quarterly, annually, or even continuously by board
managers. The strategies may be reviewed at the end of the period for which they were
developed by the library’s governing body as referred to by Hart (1992). A decision is to be
taken if that particular priority is still of interest and feasible given the available resources.
Unfulfilled strategies are discarded after being reviewed if found not relevant to future
strategy.
51
6 .0 CONCLUSION
This chapter presents a summary of the study’s findings and aligns these findings with the
objectives identified in section 1.4.2. The researcher also briefly discusses the successes
and failures of the research methods adopted. This chapter finally describes the
implications for practice and policy, making a few recommendations for potential research
opportunities.
6.1 RESULTS
6.1.1 OBJECTIVE 1: INVESTIGATING CURRENT STRATEGIC PLANS OF SELECTED
NATIONAL LIBRARIES
The researcher has investigated the plans of the sample and discovered patterns that led to
formulating the questions of the email interview to explore the matter further in depth.
6.1.2 OBJECTIVE 2: PRIORITIES IN STRATEGIC DEVELOPMENT OF DIGITAL
LIBRARIES
The researcher has found that the priorities of each library was dictated by the strategic
position the library is currently in considering the external social and technological
environment issues. The priorities were also influenced greatly by the library’s mission,
vision, role and the directions of parent organization as appropriate. The role of the library,
funders’ requirements and general trends in library provision are not to be overlooked
while setting priorities. The Library H for instance is currently in a transformation phase
and its strategic priorities are all directed towards developing collections, strategic
digitization and encouraging expert users to add value to its collections.
6.1.3 OBJECTIVE 3: DEFINING BEST PRACTICES
This research objective intends to define the best practices in developing, implementing
and delivery of digital libraries.
In developing digital libraries, libraries are to have a sound strategic plan, sufficient
resources at hand or plans for securing the necessary resources. The implementation and
delivery stage requires making appropriate technology choices, competent staff and
collaborations with other libraries.
52
The delivery of digital libraries may be witnessed in two forms: digitized content or digitally
born content. Digitized content again may be classified into two groups – locally digitized
content and content made available from other organizations via links. Digitally born
content may be categorized into two categories – static resources and dynamic resources.
These resources require special measures in terms of digital preservation.
Best practices identified here include collaboration with other libraries and service
providers to supplement the library with access to their collections, the use of the most
suitable technology via an experienced service provider.
6.1.4 OBJECTIVE 4: RECCOMENDATIONS FOR DEVELOPING DIGITAL LIBRARY
STRATEGIES
The researcher suggests that the digital library strategies be in accordance with the overall
strategy plan of the organization. It is significant to include the library’s mission and vision
in the plan and to remain focused on the library’s role. It is also important to involve staff
closely during the formulation of the library’s plan. Further, the researcher suggests the
strategic plan’s elements are closely integrated, and that the plan is systematic, holistic,
dynamic and realistic. It should also consider resources available at hand or potentially
available and plan accordingly.
6.2 RESEARCH METHODS ADOPTED
The research methods adopted here were the case study inductive approach. The analysis
method used was the thematic analysis method for the analysis of both the strategic
documents and the email interviews. It is noteworthy to point out that the researcher has
consumed a lot of time in analyzing the interviews. The questions were very big in number.
Had the questions been lesser, the researcher would have been able to analyze the
interviews more intensely.
The researcher feels that this study has turned out to be broader than expected and was
rather difficult to condensate it for the purpose of this dissertation.
53
6.3 FUTURE RESEARCH OPPORTUNITIES
The researcher suggests the following researches to be completed in the future:
Literature review type of articles that integrate the concepts of strategic planning
and management with the management of library and information services.
Digital national libraries today are advised to share their experiences with the
scholarly world.
The topic of electronic legal deposit is to be further investigated and explored being
a newly emerging area.
Word Count: 17,566
54
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APPENDIX 1: PARTICIPANT INFORMATION SHEET
Project Title Crafting Appropriate Management Strategies for National Digital Libraries
I would like to invite you to take part in a research project. Before you decide you need to
understand why the research is being done and what it would involve for you. Please take time to
read the following information carefully and discuss it with others if you wish. Ask questions if
anything you read is not clear or if you would like more information. Please take time to decide
whether or not you wish to take part.
What is the project’s purpose?
This project investigates how strategies for national digital libraries are developed, implemented and
evaluated. This is a short-term project that shall be completed by the end of August 2011 as a part
of a postgraduate research study.
Why have I been chosen?
You have been identified as someone involved in developing or implementing strategy in your
organization after accessing your library’s domain. The research shall involve at least five other
national digital libraries.
Do I have to take part?
It is up to you to decide whether or not to take part. You can withdraw at any time without it
affecting any benefits that you are entitled to in any way. You do not have to give a reason.
What will happen to me if I take part?
You will be involved in the research for around two to three weeks in email interviews although the
research will go beyond this time. I shall conduct the interview over two phases. I shall email you
the first set of questions and wait for your response. Each question will have instructions alongside
to indicate whether or not that question may be answered in depth or not. Some answers might
need extra clarifications and if so I shall email you again to ask for further elaboration. If not, I shall
email you the second set of questions.
What do I have to do?
It is expected that you answer all questions with integrity and not withhold any information that
might be valuable to the research.
What are the possible disadvantages and risks of taking part?
Participants will be asked to provide a mix of factual information and professional opinion. They will
not be expected to provide any sensitive data.
What are the possible benefits of taking part?
Whilst there are no immediate benefits for those people participating in the project, it is hoped that
this work will open the gateways to new enlightenments in the field of strategic management of
digital libraries. The study will also expose what are the current practices of strategic management
of other digital libraries in the UK (identities will be kept anonymous).
What happens if the research study stops earlier than expected?
If for any unforeseen circumstances the researcher is refrained from completing this research, all the
data involved in this study will be immediately disposed of.
59
Will my taking part in this project be kept confidential?
All information collected during the course of this research will be kept strictly confidential. You will
not be able to be identified in any reports or publications.
What type of information will be sought from me and why is the collection of this information
relevant for achieving the research project’s objectives?
Questions will cover different aspects such as digital library provision, digital library strategy and the
digital library processes.
What will happen to the results of the research project?
The results of the study will be presented in a Masters dissertation, which should be available via the
Information School’s online publications database by the end of 2011. The results may also be
written up for submission to an academic or professional journal. A summary of the findings will also
be made available to interested participants after completion of the project.
Who is organising and funding the research?
This research is being conducted as part of a Masters programme in Electronic & Digital Library
Management, with funding from the General Secretariat of the Higher Education Council, Kingdom
of Bahrain.
Who has ethically reviewed the project?
This project has been ethically approved by the Information School’s ethics review procedure. The
University’s Research Ethics Committee monitors the application and delivery of the University’s
Ethics Review Procedure across the University.
Contacts for further information
For further information, please do not hesitate to contact the researcher Maha Al-Mannaei
([email protected]) or alternatively the project supervisor Professor Sheila Corrall
Finally …
You will be given a copy of the information sheet and a signed consent form to keep.
Thank you for taking part in this research.
60
APPENDIX 2:
PHASE 1 INTERVIEW QUESTIONS
Digital Library Provision:
1. In your opinion, what are the most valuable digital resources in your library?
2. What other licensed electronic resources does the library provide access to
besides journals and ebooks?
3. Do you have external links to other remote collections of digital resources?
4. Who are your user groups?
5. What are the digital services available to them?
6. Are your choices in digitisation of content influenced by certain strategic
directions? If so how?
7. How do you perceive the role of a digital national library in the next ten
years?
Digital Library Strategy:
8. Where does your digital library strategy fit in your overall library strategy?
9. How important is the digital library provision within your overall library
strategy?
61
PHASE 2 INTERVIEW QUESTIONS
Library Strategy Process:
1. Who sets the library’s strategy?
2. Please elaborate on how library strategy is developed.
3. Have you looked at the strategy plans of other digital libraries while
formulating the digital strategy for your library?
4. How are priorities defined whilst formulating the library’s strategy?
5. Would you describe the nature of the library’s strategies as intentional, i.e.
they are deliberately designed to progress in a given direction, or are they
emergent, i.e. they emerged as a result of some factors in the external or
internal environment?
6. In the previous years, were all strategies related to managing a digital library
realized? Describe, in your personal opinion, the causes for this success.
7. Can you give an example where a digital library related strategy was not
realized effectively? Describe, in your personal opinion, what could be the
causes behind this.
8. Please give an example where the planned strategy associated with the
digital library was eventually realized, explaining briefly how it was
implemented successfully.
9. Is the library strategy communicated throughout the library? If yes, how? If
not, please explain why.
10. How are the strategies set evaluated by the end of the period?
11. What happens to unfulfilled strategies?
12. It is not easy to be a library amid the turmoil of the digital revolution. What
do you see as the challenges faced when setting the digital library’s
strategy?
13. What are the key issues or implications that have been encountered
previously when formulating strategy for your digital library?
62
APPENDIX 3: LIST OF DOCUMENTS EXAMINED
LIBRARY A
Doc-A1 Growing Knowledge: Library A’s Strategy 2011-2015
Doc-A2 Delivering our Strategy: Action Plan for 2011-12
Doc-A3 Library A’s Strategy 2008 – 2011
LIBRARY B
Doc-B1 For the Record. For Good. Our Business Plan for 2011-2015
Doc-B2 The National Collections Strategy (2009)
LIBRARY C
Doc-C1 Connecting Knowledge Library C Strategy 2011-14
Doc-C2 Thriving or Surviving
Doc-C3 Strategy Development During 2010
Doc-C4 Developing the Library’s Strategy 2011-14
LIBRARY D
Doc-D1 The Library’s Strategy 2011-2012 to 2013-2014
LIBRARY E
Doc-E1 Library E Strategic Plan 2006/7 – 2010/11
Doc-E2 Medical Library Strategic Plan 2006-2011
Doc-E3 Law Library Strategic Plan 2007/8-2011/12
LIBRARY F
Doc-F1 Library F Strategic Plan 2009/10 To 2014/15
63
LIBRARY G
Doc-G1 New Directions 2009-12
Doc-G2 Revised Strategy 2010
LIBRARY H
Doc-H1 Transformation of the Library H: 2009-2014
Doc-H2 Library H Preservation Policy
64
APPENDIX 4: DOCUMENT ANALYSIS SAMPLE
Criteria
Candidate
Library
A
Library
B
Library
C
Library
D
Library
E
Library
F
Library
G Library
H
Mission Included? Yes/No?
Yes; interestingly eliminating boundaries and involving the entire world in the mission statement (to advance the world’s knowledge).
Not directly; but could be deduced from the “role & responsibilities section”.
No; but may be deduced in the “purpose & value section”.
Yes; Stemming from the Royal Charter that had established Library D’s existence.
Yes; Yes Yes
Vision Included?
Yes; it supports the strategic priorities laid.
No No Yes No .. but the “Assumptions “ section might be thought of as vision.
Yes Yes Yes; highly focused on transforming the library into a DL.
Role of Library Included?
Yes No; a unique role similar to National Libraries
Yes ; typical national lib.
Yes Included implicitly in “Assumptions” section.
Yes; vital partner in teaching & research.
Yes as academic national library.
Yes; role of a specialist research library.
65