Change in Academic Libraries: as easy as 1, 2, 3 .... 8?

Abstract

PURPOSE: The purpose of this article is to analyze two libraries’ organizational change processes, one in Australia and one in Hong Kong. METHODOLOGY/APPROACH: The article assesses the two organizational change processes using John Kotter’s eight step approach as outlined in his book Leading Change. FINDINGS: While both change processes enjoyed varying degrees of success, it is revealed that both processes used several of the techniques recommended by Kotter in his eight steps, but that neither organization fully utilized the entire eight step process. Questions surrounding the suitability of organizational change models are also raised. RESEARCH LIMITATIONS/IMPLICATIONS: The successful outcomes from the two change processes owe credit to Kotter’s model for organizational change. While models for change may have certain limitations, they are still revealed as useful in the hands of a skillful leader. PRACTICAL IMPLICATIONS: Kotter’s eight step model is reviewed in the context of two library change processes. Further analysis of the application of Kotter’s model to library change processes may reveal different outcomes. ORIGINALITY/VALUE OF PAPER: This paper provides a unique perspective of applying a recognized model for organizational change to library change processes.