The dance of change in libraries: a case study of FUM libraries merger in Iran
| Date | 14 November 2016 |
| Pages | 520-534 |
| Published date | 14 November 2016 |
| DOI | https://doi.org/10.1108/LM-07-2016-0055 |
| Author | Somaye Sadat Akhshik,Mehri Parirokh |
| Subject Matter | Library & information science,Librarianship/library management,HR in libraries,Library strategy,Library promotion |
The dance of change in libraries:
a case study of FUM libraries
merger in Iran
Somaye Sadat Akhshik
Kharazmi University, Tehran, Iran, and
Mehri Parirokh
Ferdowsi University of Mashhad, Mashhad, Iran
Abstract
Purpose –The purpose of this paper is to determine the effect of individual and organizational
dimensions on creating the resistance to change according to the role of unlearning and knowledge
stickiness in merging of libraries as planned change.
Design/methodology/approach –Borrowing from the Lewin’s field theory, knowledge stickiness
theory and unlearning the framework of planned change process designed. The paper opted for a
survey study using the questionnaire, five depth interviews and focus group discussion with
librarians, middle and senior managers.
Findings –The paper provides empirical insights about pattern of planned change in the Ferdowsi
University of Mashhad library. The role of knowledge stickiness and unlearning factors associated
with process of planned change. It suggests that successful change act as overcoming forces of
unlearning to knowledge stickiness on two dimensions: individual and organizational.
Research limitations/implications –Because of the chosen research case, the research results may
lack statistical generalizability. Therefore, researchers are encouraged to test the proposed
propositions further.
Originality/value –The importance of managing obsolescence knowledge in individual and
organizational dimensions in process of planned change is highlighted as managerial point of view.
Keywords Unlearning, University libraries, Change management, Knowledge stickiness,
Planned change, Resistance to change
Paper type Case study
Introduction
Organizational change is a dynamic, complex and multi-phase process (Senge, 2006)
that many factors affect its successful management. Identification of these factors, after
more than six decades since the beginning of studies related to change management are
still the concern of researchers, because despite considerable efforts, there are still
numerous reports of change projects failure released (Yaseen and Okour, 2011).
The success of the change process has a close relation with the conditions and
nature of the organization activity. Libraries and information centers have service-
oriented nature, and changes resulting from new technologies affect their
responsibilities and functions (Malhan, 2006). Hence, it is important that libraries
adapt their duties continuously with the needs of the society which are derived from
these developments (Tam and Robertson, 2002). Among all, changes in university
libraries have a rather different nature. They are the most prominent parts of
university centers in support of the missions of the university and assistance for its
educational and research programs. Since these programs also possess a shifting
nature, the implementation of a planned change to synchronize the library with its
surroundings changes is inevitable.
Library Management
Vol. 37 No. 8/9, 2016
pp. 520-534
©Emerald Group Publishing Limited
0143-5124
DOI 10.1108/LM-07-2016-0055
Received 22 July 2016
Revised 22 October 2016
Accepted 5 November 2016
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0143-5124.htm
520
LM
37,8/9
To continue reading
Request your trial