Organizational Cultures of Libraries as a Strategic Resource

Abstract

Theorists have suggested that organizational culture is a strategic
\nresource that has value in ensuring the continuing existence and
\nsuccess of organizations (Michalisin, Smith, & Kline, 1997; Barney, 1986,
\n1991; Hult, Ketchen, & Nichols, 2002; Gordon, 1985). This assertion is supported
\nby various studies that have linked organizational culture to broad
\nstrategic outcomes such as an organization???s ability to manage knowledge
\n(Davenport, Long, & Beers, 1998; Storck & Hill, 2000), innovation capability
\n(Hauser, 1998), and strategic management of information technology
\n(Kaarst-Brown & Robey, 1999; Reich & Benbasat, 2000; Schein, 1985). Based
\non this research, we suggest that there are characteristics of organizational
\ncultures in information-based organizations that lead to increased collaboration,
\ncollegiality, and organizational effectiveness.
\nThe present article explores these characteristics and examines whether
\norganizational culture can be leveraged as a strategic asset to attract staff,
\ncreate favorable assessments by administrators and funders, and cast library
\ninstitutions in a positive light for independent media and accreditation bodies.
\nWe believe that identification of those characteristics of organizational
\ncultures that are uniquely relevant to the growth and success of libraries
\ncan provide current and future library leaders with guidance, models, and
\nintellectual resources to enhance personal and organizational success.