Transforming the Academic Library:

Abstract

This article discusses strategies for modifying the organizational culture of academic libraries for the benefit of staff members. These strategies were developed at the University of Saskatchewan (U of S) Library with the application of Kim S. Cameron and Robert E. Quinn's competing values framework (CVF). This framework examined issues relating to the professional and social integration of employee subcultures within the library as it was administered. The researchers used the competing values framework to assess the relative role of personal initiative, rules, internal order, and the external position of the library. The responses of librarians at the U of S to a survey measuring the relative importance of the CVF factors are assessed.