Theory, research and practice in library management 3: diversification
| Date | 31 July 2007 |
| Pages | 428-436 |
| Published date | 31 July 2007 |
| DOI | https://doi.org/10.1108/01435120710774558 |
| Author | Graham Walton |
| Subject Matter | Library & information science |
Theory, research and practice in
library management 3:
diversification
Graham Walton
Loughborough University, Loughborough, UK
Abstract
Purpose – The purpose of this paper is to explore the relevance of diversification in the strategic
management of libraries.
Design/methodology/approach – The literature is examined to identify issues attached to
diversification and also examples where libraries have pursued this strategy. Lessons that can be
learned from other sectors regarding diversification are presented and their relevance for libraries
considered.
Findings – The paper finds that diversification is relevant for libraries because of increased
competition in places where people can access information. It provides a way to grow and develop.
Various diversification approaches exist and they all have a level of risk. Extra resources are also
necessary when diversification is pursued. Library managers have to be able to judge when the risks
in diversification are justified.
Originality/value – The paper provides food for thought for library practitioners in the use of
diversification in developing future services.
Keywords Libraries, Librarymanagement, Diversification
Paper type Viewpoint
Introduction
Diversification as a strategic option is not something new for libraries. This is ably
demonstrated in the recently published Volume III of the Cambridge History of
Libraries in Britain and Ireland (Black and Hoare, 2006). Evidence is provided that
since the mid-nineteenth century there has been an unprecedented diversification of
library activity (in Britain and Ireland at least). This column will focus on the concept
of strategic diversification and its implications for libraries across all sectors. There
will be an exploratory overview of the impact of diversification in libraries followed by
an analysis of the relevant management theories that inform diversification as a
concept. The column will conclude by interpreting various library and information
service within the framework provided by the management literature.
Current practice in diversification as an explicit library strategy
Despite the evidence provided by Black and Hoare (2006), there is limited explicit
research and reporting that establishes the value libraries can achieve through
diversification. There are some isolated examples, including a study by Quinlan and
Hegarty (2006), describing how one higher education library diversified its services
through being responsible for institution wide training on the new virtual learning
environment (VLE) software. This training was outsourced to the library as this built
on their expertise around information literacy. They were charged with empowering
teaching staff in using the VLE, highlighting its potential benefits and also providing
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0143-5124.htm
LM
28,6/7
428
Library Management
Vol. 28 No. 6/7, 2007
pp. 428-436
qEmerald Group Publishing Limited
0143-5124
DOI 10.1108/01435120710774558
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