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OBJECT OF ANALYSIS AND FRAMEWORK OF ANALYSIS IN THIS BOOK

This book first analyses major strategic management theories cited in textbooks on ‘library management’ and ‘business administration’ in order to see the influence of business management on libraries. No documents concentrate on management theory based on libraries over the approximately 50 years from the 1960s to the 2010s, except for textbooks on library management. This book also refers to textbooks on business administration since the history of libraries shows that they applied theories in the domain of business administration. However, it is also necessary to examine the major management philosophies of each era from a perspective other than that of textbooks on library management.

Second, this study clarifies strategic management theory in libraries by examining cases where strategic management theories have been applied. Moreover, it seeks to point out problems that occur when these management theories have been actually implemented. The ‘microscopic’ view consists of conclusions reached by analysing cases of individual libraries. To support this microscopic perspective, the author also analyses from a macroscopic perspective by employing databases to conduct a ‘bibliometric analysis’. The bibliometric analysis illustrates to what degree discussions of each management theory took place in the domain of library and information science by looking at their popularity over time, and also their prevalence in each individual year. The extent of management theory’s impact on library management is the ‘macroscopic’ standpoint. From these micro- and macroscopic analyses, we are able to realise the strong need to develop inherent strategies in library management.

Third, in Chapter 4, Evolution of Library Organisation and Librarian Specialities by using in-depth case analysis of library management, the author explains inherent traits of library management by describing the constant development and evolution of library organisations. In particular, the managing of the adoption of technologies and the inclusion of digital media transformed library organisations into current libraries. Instead of looking at the borrowing of business management theories in libraries, we can see the results of a library’s own decision-making process from its organisational structure and position descriptions, and consequently unveil the strategies inherent to library management.

Finally, the author summarises all of the results of the previous chapters, and describes a theory of inherent strategies in library management. Because these strategies have been created in the library world, we ought to use them faithfully. In addition, when this book uses the word ‘library’, unless otherwise specified, it refers to all libraries without identifying the type, e.g., a public or university library. As a matter of course, public and university libraries each have their own ideals and organisations, which are likely to also be part of their actual administration. However, the reason for nevertheless treating all libraries uniformly is because there are cases where different types of libraries apply a similar management philosophy.

 
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