Ronald C. Jantz has a BA and an MA in mathematics from the University of Kansas and the University of Michigan, respectively. He worked for many years as a software developer and manager in one of the world's best-known research and development (R&D) organizations—Bell Laboratories. In 1996, he returned to academia and earned a master's degree in library science and a PhD from the School of Communication and Information at Rutgers University. This book, based on his dissertation, brings together his organizational research, the practical experience from managing in an R&D organization, and library experience in which he continues to serve as the Digital Library Architect at Rutgers University Libraries.
- Table of Contents
- About the Authors
How do groups of people come together to produce something not only truly useful but also a breakthrough that propels users to another level of creativity and productivity? Is an innovative library culture essential for the future of the research library and, if so, how is this culture to be realized? In addressing these questions, Managing Creativity: The Innovative Research Library presents a rich and rigorous analysis of the environmental, organizational, and individual characteristics that promote innovation in the library.
The need for library leaders to understand and manage the innovation process cannot be overstated. In this volume, theory, research, and an empirical study of 50 research libraries are all used to inform readers about the complex process of innovation and organizational change. For the research model, Jantz has created a unique dependent variable—innovation performance. He clearly explains the vocabulary of organizational change and demonstrates empirically the effects of the library leadership team, the singular leader, organizational structure, the external environment, and the decision process on the innovativeness of the research library.
Managing Creativity: The Innovative Research Library, #70 in ACRL's Publication in Librarianship (PIL) series, is written primarily for academic library leaders, future leaders, managers, and administrators who want to create a culture of innovation in their institutions. It also provides an overview of much of the theory and empirical evidence found in the literature of innovation studies and, as such, can serve as additional reading in courses on management in library and information science programs.
Chapter 1. Libraries: Change and Resistance to Change
Chapter 2. Thinking Differently about Research Library Innovations
Chapter 3. The Spread of the Innovation throughout the Organization
Part Two—The Empirical Analysis
Chapter 4. The Research Model and Innovation in the Research Library
Chapter 5. Library Leadership: A Shared Activity
Chapter 6. The Flexible Organization and Library Culture
Chapter 7. Organizational Structures: Loose or Tight?
Chapter 8. Jolts from the External Environment
Chapter 9. Unexpected Results: The Demographics of the Leadership Team
Part Three — An Innovative Culture
Chapter 10. Management Innovations: Creating the Innovative Culture
Chapter 11. The Singular Leader, Radical Innovations, and For-Profit Firms
Chapter 12. The Innovative Library: The Vision and the Transformation
Appendix A. The 32 Research Library Innovations
Appendix B. Independent and Control Variables
Appendix C. Correlations of 17 Variables with Innovation Performance
Appendix D. Means and Standard Deviations
Appendix E. Statistical Tests for Nonresponse Bias: Size and Region