The business of the library is service
| Pages | 447-450 |
| DOI | https://doi.org/10.1108/ILS-06-2017-0059 |
| Published date | 10 July 2017 |
| Date | 10 July 2017 |
| Author | Bruce E. Massis |
| Subject Matter | Library & information science,Librarianship/library management,Library & information services |
The business of the library
is service
Bruce E. Massis
Columbus State Community College, Columbus, Ohio, USA
Abstract
Purpose –The purpose of thispaper is to suggest that today’s libraries function using businesspractices in
its managementof the library to ensure that its service-based mission is respected.
Design/methodology/approach –Literature review and commentary on this topic that has been
addressedby professionals, researchers and practitioners.
Findings –Libraries have learned from business the importance of using not only the business
practice of using a vigorous level of data-driven decision-making, but data-driven reporting as well to a
public that expects a higher level of scrutiny, clarity and precision. Paired with evidence from those who
have benefitted from the library’s programs and services most visibly, this combination of data and
human-driven anecdotes can serve as the optimum marriage of business and service-based confirmation
of library success.
Originality/value –The value in exploring this topic is to make the distinction between libraries
whose supporters expect it to be formally managed like a business as opposed to those who suggest that
business practices be used in library operations to ensure its mission as a service-based entity is
maintained.
Keywords Libraries, Public, Business, Loss, Staff, Bonus, Profits
Paper type Viewpoint
Introduction
Today, more than ever, thereis a greater emphasis on bottom line economics and politicsin
the library. The traditional image of the library as a public service is continually evolving
into an institution that crosses into the territory where using the best business practices to
ensure transparency and clarity of its efforts in serving its community has become quite
evident. Libraries have accepted this model of managing the organization’s programs,
services and finances where its value to the community now must be accounted for on a
most pronounced and reportablelevel.
There have been those who have argued that the library as an entity should stand
firmly, the very image of a public, nonprofit organization rather than a business. Others
would go even further in their defense of the library as a service organization
providing, not just a single, but a number of public and social services ignoring any
references to its comparison to a commercial enterprise. Others would contend against
that the library is a business, but simply one without a visible bottom line. Rather than
appear specifically wedded to either definition, others would define the library as an
organization displaying a unique blend of service and business. Today’s library may
not operate determinedly as a business but will certainly use certain business practices
aligned to the library’s mission as a public good and an essential public service. For the
institution to survive in an age where business success is generally defined as a
Declaration: I declare that there is no potential conflict of interest in the research.
Business of the
library is
service
447
Received26 June 2017
Accepted26 June 2017
Informationand Learning Science
Vol.118 No. 7/8, 2017
pp. 447-450
© Emerald Publishing Limited
2398-5348
DOI 10.1108/ILS-06-2017-0059
The current issue and full text archive of this journal is available on Emerald Insight at:
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