Mission statements in academic libraries: a discourse analysis
| DOI | https://doi.org/10.1108/LM-07-2016-0054 |
| Date | 14 March 2017 |
| Published date | 14 March 2017 |
| Pages | 108-116 |
| Author | Linda R. Wadas |
| Subject Matter | Library & information science,Librarianship/library management,HR in libraries,Library strategy,Library promotion |
Mission statements in academic
libraries: a discourse analysis
Linda R. Wadas
Borough of Manhattan Community College, New York, New York, USA
Abstract
Purpose –The purpose of this paper is to determine how academic library mission statements are related to
their parent institution mission statements.
Design/methodology/approach –Using a random sample of the US colleges and universities, library and
their respective college or university mission statements were compared using discourse analysis.
Findings –This study shows a very weak link between college or university mission statements and library
mission statements in the majority of cases.
Originality/value –This paper opens a discussion of the value and purpose of library mission statements
with the context of parent institution mission statements.
Keywords Strategic planning, Academic libraries, Discourse analysis, College libraries,
Mission statements, Missions
Paper type Research paper
Introduction
Most librariesreside in the complex ecosystem thatis the non-profit sector where interrelated
organizations interact with each other, the public and the public sector to deliver services
within legallydefined parameters. Mission statementsare at the core of non-profit operations,
defining roles, service targets and partnerships. They are the foundation of the strategic
planning process and succinctly represent the organization to funders, stakeholders and
clients.Mission statements statethe original intention,purpose and chargeof the organization.
According to Kenny (2014) mission statements should be clear, naming the work of the
organization, the clients and the scale of service. Mission statements should provide a
framework for decision making, strategizing and analysis. A well-crafted mission statement
allows an NGO (non-governmental organization) to operate with focus and discipline. It provides
consistency in decision making over both time and geography. In other words, it is supposed to
be used as a tool to decide between various courses of action. “The statement will be understood
by employees in the same way over time and from location to location, because it is clear and
easy to understand and not subject to multiple interpretations”(Pandolfi, 2011). In contrast,
vision statements are projections into the future and are necessarily more abstract, reflecting
long-term goals and views of the organization, a focus that is beyond the scope of this paper.
Mission statements are often described as a powerful tool. It seems, however, that the
tool people might more reliably have in mind is a screwdriver, often pressed into service to
pry, chisel, puncture and even hammer. But if instead we conceive of mission statements as
a kind of jig, it becomes easier to understand that the mission statement is meant to have
a limited range of flexibility and its main strength is to keep decision making and analysis
consistent, repeatable and accurate (Kenny, 2014). Mission statements are not supposed to
cover every possible eventuality, or address tangential issues or atypical clients, but to
occupy the space between procedure and vision with an easily understood structure.
Academic libraries exist within a parent-child relationship with their larger college or
university which is in turn within a framework of accreditors and ultimately the federal tax
code. This makes the academic library mission statement a fundamentally discursive tool
situated within a larger discourse with the parent institution. This study looks at the
relationship between college or university mission statements and library mission
statements, raising questions about the necessity of a separate library mission statement.
Library Management
Vol. 38 No. 2/3, 2017
pp. 108-116
© Emerald PublishingLimited
0143-5124
DOI 10.1108/LM-07-2016-0054
Received 21 July 2016
Revised 21 November 2016
Accepted 2 January 2017
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0143-5124.htm
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