AN ANALYSIS of ACADEMIC LIBRARY LEADERS' PERCEPTIONS Sania Rasheed

INNOVATION MANAGEMENT IN UNIVERSITY LIBRARIES OF PAKISTAN: AN ANALYSIS OF ACADEMIC LIBRARY LEADERS’ PERCEPTIONS

Sania Rasheed

DEPARTMENT OF INFORMATION MANAGEMENT UNIVERSITY OF THE PUNJAB LAHORE, PAKISTAN 2018

INNOVATION MANAGEMENT IN UNIVERSITY LIBRARIES OF PAKISTAN: AN ANALYSIS OF ACADEMIC LIBRARY LEADERS’ PERCEPTIONS

By Sania Rasheed

Supervisor: Prof. Dr. Kanwal Ameen

A THESIS SUBMITTED TO THE UNIVERSITY OF THE PUNJAB IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF DOCTOR OF PHILOSOPHY IN LIBRARY AND INFORMATION SCIENCE

DEPARTMENT OF INFORMATION MANAGEMENT UNIVERSITY OF THE PUNJAB LAHORE, PAKISTAN 2018

CERTIFICATE

This is to certify that the research work described in this thesis is the original work of the author and has been carried out under my direct supervision. I have personally gone through all the data/results/materials reported in the manuscript and certify their correctness/authenticity. I further certify that the material included in this thesis has not been used in part or full in a manuscript already submitted or in the process of submission in partial /complete fulfillment of the reward of any other degree from any institution. I also certify that the thesis has been prepared under my supervision according to the prescribed format and I endorse its evaluation for the award of Ph.d degree through the official procedures of the University.

Professor Dr. Kanwal Ameen ( Ph.D)

DEDICATION

I dedicated this work to my teachers, parents, family and friends for their endless

love, support and encouragement.

ACKNOWLEDEMENTS

Before turning to the next page, it is highly significant to honor my supervisor, Professor Dr. Kanwal Ameen, Chairperson, Department of Information Management, University of the Punjab, who provided continuous guidance and support during this research. She has been the driving wheel behind everything that is written in this research. Her tireless assistance and encouragement has not only given me strength to write it, but also has incited in me a motivation to bring quality and excellence in what I write. Her help and guidance has always been of core value to me.

I am deeply indebted to Dr. Uzma Qureshi, Vice Chancellor, Lahore College for Women University, who encouraged me and provided a comfortable environment at my work place to facilitate me to accomplish my goals. Moreover, there are a few more names who have played a paramount role in the effort towards completion of this study; Dr. Khalid Mahmood, Dr. Hina Batool, Ms. Ammara Malik, Mr. Hafiz Habib-ur-Rehman are, Mr. Saleem Zaidi are the names for whom my respect will never cease to exist. Words cannot do justice to the importance of their help and encouragement.

Moreover I'm highly grateful to the staff of my own library especially, Ms. Asma Zia, who has played a vital role in achieving my goal. The support and encouragement from my sisters, friends, peers and neighbors has given me the strength to keep going through this research.

Lastly, I would like to pay a tribute to my family including my loving father, late mother and late father-in-law for my success. Many thanks to my children who suffered throughout the research process from my neglected behavior and anger. I would not be what I am today without the help of all of you.

Sania Rasheed

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ABSTRACT

Growing competition in higher education and Information communication technologies is posing a pressure on universities and resultantly on their libraries as well. Academic libraries need to be innovative for meeting the new vision mission of higher education. Hence, innovation management in the university libraries is the need of the hour. However, there is a lack of research-based studies on innovation management in Pakistan. The purpose of this study is to ascertain the scenario of innovation management in university libraries of Pakistan. In particular, it seeks to investigate the importance, characteristics of innovation, current management practices, the barriers, and supporting factors that stimulate innovation. The study would also be useful for other developing countries of Asia because some other countries of Asian region have same type of social, economic and cultural infrastructure.

This study adopted sequential mixed methods research design based on quantitative data collection, followed by qualitative data collection. In the first phase, websites of all 183 universities were examined using list of 40 innovations prepared by the Jantz (2013). The purpose of websites review was twofold: firstly to examine the status of adoption of innovations, and secondly, to draw sample cases for further investigation. The libraries possessing at least three similar innovation as listed by

Jantz (2013) was ranked innovative and libraries with two or less were ranked traditional libraries. Twenty university libraries: ten traditional, and ten more innovative than those were selected purposively. The selected libraries were observed for innovation in the physical environment. Head librarians of selected libraries were interviewed to learn about their views on innovation management in their libraries.

The results of the website review indicated that 143 out of 183 university libraries did not possess any innovation as listed in Jantz (2013). Only 16% of the university libraries managed some listed innovations. The libraries categorized innovative possessed a better physical environment than the traditional category libraries. The results of semi- structured interviews of library leaders demonstrated that the respondents from both categories of libraries considered innovation as most important and defined the characteristics of innovation as close to the ones mentioned in the literature. The study found that the management styles of both types of library leader were represented as ‗collaborative‘, ‗consultative‘ and ‗democratic‘. However, the leaders of the innovative category library implemented formal strategies to manage innovations. This was missing in the traditional libraries. A range of successful projects (3-14) were found in the innovative libraries and traditional library leaders exhibited a minimal number (1-2) of such projects.

According to the library leaders, budget shortage, a lack of staff, a lack of training, skills/knowledge, shortage of space, resistance to change, lack of leadership qualities, lack of incentive/reward/recognition, fear of failure, vision of higher authorities, non supportive attitude, and the unavailability of a library culture in the society were the barriers in adopting innovations. An overwhelming majority of the respondents ranked technology as a major force. Positive qualities of the leaders like vision and affective planning, competent and knowledgeable staff members, incentives rewards, appreciation, trainings, seminars and socialization with professionals, professional organizations, demands of users, higher authorities including vice chancellors, the Higher Education Commission, library and information science schools etc. were considered as supportive factors in bringing innovations.

The study found that professionals can help scholars and researchers to learn the use of databases, and research software. However, there was no formal practice to facilitate the scholarly communication i.e., conversion of print journals to the electronic format with the cooperation of editors of research journals and preserving, archiving and managing the research output of the organization. Users group of libraries were found to be the same as in the past like students of all levels, faculty, researcher scholars and staff. No new group, like editors of research journals were involved with the library professional to digitalize the research contents into digital format. At the end of study, all library leaders were found optimistic for the future of university libraries by adopting the useful innovations.

TABLE OF CONTENT Chapter 1 Page No Introduction 1 1.1. Background of the Study 1 1.1.1. Higher Education and Universities in Pakistan 1 1.1.2. Transformation in Higher Education 3 1.1.3. What is Innovation? 5 1.1.4. Innovation management 6 1.3 Research Objectives 9 1.4 Research Questions 9 1.5. Rationale and Significance of the Study 10 1.6. Limitations 11 1.7. Reasons for the Choice of Topic 12 1.8. Organization of the Study 12 Chapter 2 Theoretical Framework & Literature Review 14 2.1. A Historical Background of Studies on Innovation 19 2.2. Various Definitions of Innovation and its Importance 20 2.2.1. Basic Taxonomy of Innovation 21 2.2.2. Importance of innovation 22 2.2.2.1. Desire for the innovation in academic libraries 23 2.3. Innovation Management 30 2.4. Innovation Management and some of the dependent factors 32 2.4.1. Leadership 32 2.4.1.1 Leaders‘ Style for Managing Innovation in Libraries. 35 2.4.1.2. Leaders‘ attributes for managing innovation in libraries. 38 2.4.1.3. Other Influential factors. 40 2.4.1.3. 1. Organizational culture. 40 2.4.1.3. 2. Skills set and competencies. 42 2.4.1.3. 3. Competent team. 43 2.4.1.3. 4.Knowledge Management within the libraries. 43 2.4.1.3. 5. External factors. 44 2.4.1.3. 6. Behavioral Integration within the Top Management Team (TMT). 45 2.4.1.3.7. Budget. 46 2.5. Studies of Innovation in Asia 46 2.6. Summary 50

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Chapter 3 Methodology 51 3.1. Worldview/ Paradigm/ Perspectives 51 3.2. Research Design 52 3.2.1. Explanatory Design 52 3.3. First Phase, (quan): Examining the Status of Innovation through Websites Review and Cases Selection 53 3.3.1. Population and sample for website review 54 3.3.2. Data analysis of first phase 56 3.4 Second phase: Qualitative 56 3.4.1. Selection of Extreme Cases Sample for the Qualitative Phase 57 3.4.2. Data Collection from the Field 60 3.4.2.1. Observation. 60 3.4.2.2. The Interviews 61 3.4.2.2.1. Development of interview schedule 61 3.4.2.2.2. Expert Review. 62 3.4.2.2.3. Pilot interviews. 62 3.4.2.2.4. Interview requests. 62 3.4.2.2.5. Interview process. 62 3.4.3. Data Analysis (QUAL) 63 3.5 Ethical Consideration and Approval 65 3.6. Reliability and Trustworthiness 66 Chapter 4 Findings 67 4.1. Introduction 67 4.1.1 Background of Education System 67 4.2. Phase. 1: quantitative content analysis 69 4.2.1. Section.1: Website Review. 69 4.2.2 List of HEC Recognized Universities. 69 4.2.3. Website Review of University Libraries 70 4.2.3.1. Federal Capital city, Islamabad. 71 4.2.3.2. Punjab province. 72 4.2.3.3. Sindh. 73 4.2.3.4. Khyber Pakhtunkhwa (KPK). 74 4.2.3.5. Baluchistan. 75 4.2.3.6. Azad Jammu Kashmir (AJK). 76 4.3. Summary and Concluding Remarks 77 4.3.1. Common Innovations: in innovative libraries 78 4.3.2. Common Innovations: in traditional libraries 79 4.4. Phase II. Qualitative data: Observation 80 4.4.1. Innovative Libraries (IL): 80

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4.4.2. Traditional Libraries (TL) 101 4.5. Concluding Remarks 109 4.6. Library Leaders Perceptions‘ about Innovations 110 4.7 Demographic Information of Respondents (R) 110 4.8. Perceptions of University Library Leaders towards Importance of Innovation 111 4.8.1. Concept about Innovation 112 4.8.1.1 Importance of innovation for the libraries 112 4.8.2.2 Characteristics of innovation. 115 4.8. 3. Management of innovation in libraries 116 4.8.3.3. Management style. 117 4.8.3.4 Strategies / Policies. 119 4.8.3.5 Innovative projects. 121 4.8.4. Barriers in Innovation Management. 123 4.8.4.1. Lack of Resources. 124 4.8.4.1. 1. Budget and Finance. 124 4.8.4.1. 2. Lack of Staff, Skills and Expertise. 126 4.8.4.1. 3. Shortage of space area. 127 4.8.4.2. Attitudinal / Behavioral barriers. 128 4.8.4.3. Lack of leadership qualities. 129 4.8.4.4. Lack of incentive/reward and recognition 130 4.8.4.5. Fear of Failure. 131 4.8.4.6. Top Management vision/non supportive behavior 131 4.8.4.7. Lack of library culture in society. 132 4.8.5. Supportive/ stimulating factors for Innovation Management 132 4.8.5.1. Technology. 133 4.8.5.2. Positive Qualities of the leaders. 134 4.8.5.2.1. Vision. 134 4.8.5.2.2. Affective planning. 135 4.8.5.3. Competent and knowledgeable Staff members. 135 4.8.5.4. Incentives rewards, appreciation. 136 4.8.5.5. trainings seminars and socialization with Professional 136 4.8.5.6. Professional Organizations. 136 4.8.5.7. Demands of Users. 137 4.8.5.8. Higher Authorities: Vice Chancellor. 138 4.8.5.9. Higher Education Commission. 138 4.10.10. Library & Information science Schools. 139 4.8.6. Users Groups and Professional Roles 139 4.8.6.3. Future of the Academic libraries. 141

4.9. Summary and Concluding Remarks 141 Chapter 5 Discussion 143 5.1 Overall Status of Innovations in University Libraries of Pakistan 143 5.2 Innovations in Physical Environment 145 5.3 Characteristics of innovation are as understood by university Librarians 147 5.4 Involvement of Library Leaders in the Innovation at their Institutions 148 5.5 Barriers in Innovation Management 151 5.6 Supportive and Stimulating Factors 154 5.7 Professional Roles and Users Groups 157 5.8 Future of Academic Libraries 158 5.9 Chapter Summary 159 Chapter 6 Summary, Proposed Framework and Recommendations 161 6.1 Summary 161 6.1.1 Research Design 161 6.1.2 Summary of Findings 162 6.2 A Proposed Framework of Innovation Management in Academic Libraries (IMAL) 167 6.3. Recommendations for Practice 171 6.4 Recommendations for Research 174 References 175 Appendix-A(I) 192 Appendix- A(II) 193 Appendix-B 194 Appendix-C 202 Appendix-D 203 Appendix: E 204 Appendix: F 205 Appendix G 206 Appendix H 209

LIST OF FIGURE

Figures # Page No Figure 2.1 A theoretical framework of KM for service innovation in libraries (Islam et al., 2015) 15 Figure 3.1 Explanatory Sequential Design, (Qual emphasized) 53 Figure 3.2 Explanatory Design of the Study 59 Figure 3.3: Data Collection framework based on RQs. & Interview guides‘ points 64 Figure 4.1: Ratio of universities in public and private sector 68 Figure 4.2: Number of universities/DAI in Pakistan 70 Figure. 4.3: Situation of university libraries with traditional setup among various regions of Pakistan 78 Figure.4.4. Perceptions of Library Leaders Regarding Importance & Characteristics of Innovation 114 Figure 4.5. The Management Culture, themes, sub-themes & codes 117 Figure 6.1: A Proposed Framework of IM in Academic Libraries (IMAL) 169

LIST OF TABLES

Tables # Page No Table 3.1 Sample Cases from Various Regions 58 Table 3.2 Observation Guide 60 Table 4.1 Innovations found in university libraries of Islamabad 71 Table 4.2 Universities in Punjab 72 Table 4.3 Innovation in university libraries of Punjab 73 Table 4.4 Innovation in university libraries of Sindh 74 Table 4.5 Innovation in university libraries of KPK 75 Table 4.6 Innovation in university libraries of Baluchistan 76 Table 4.7 Innovation in university libraries of Azad Jammu Kashmir 77 Table 4.8 A comparison of the status of innovations among the university libraries of the different geographic Units 77 Table 4.9 Case IL.1.Innovations found and categorized by type/attribute 82 Table 4.10 Case IL.2.Innovations found and categorized by type/attribute 84 Table 4.11 Case IL.3.Innovations found and categorized by type/attribute 86 Table 4.12 Case IL.4.Innovations found and categorized by type/attribute 88 Table 4.13 Case IL.5.Innovations found and categorized by type/attribute 90 Table 4.14 Case IL.6.Innovations found and categorized by type/attribute 92 Table 4.15 Case IL.7.Innovations found and categorized by type/attribute 94 Table 4.16 Case IL.8.Innovations found and categorized by type/attribute 96 Table 4.17 Case IL.9.Innovations found and categorized by type/attribute 98 Table 4.18 Case IL.10.Innovations found and categorized by type/attribute 100 Table 4.19 Demographic Information of Respondents (N=20) 111 Table 4.20 Barriers in Innovation Management 124 Table 4.21 Supporting factors 133

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CHAPTER 1

INTRODUCTION

Changes brought about by technology, increased user expectations and a competition in higher education have led to innovation becoming the most important element for survival. Innovation allows organizations to come up with new and improved services for their user communities. Innovation is very important to libraries as well. User demands are changing, leading to transformation of offerings, especially in the digital environment. An increasing number of authors are highlighting the challenges facing academic libraries and future scenarios (Alvite and Barrionuevo,

2011; McKnight, 2010). This study is an effort to explain and explore the scenario of innovation management and its challenges in the context of a developing country.

This chapter seeks to introduce the study at hand. It further covers the background, theoretical framework statement of problem, objectives, questions, significance and rationale, limitations, operational definitions of the key terms used in this research study.

1.1. Background of the Study

1.1. 1. Higher Education and Universities in Pakistan

Pakistan is a developing country that came into existence in August, 1947.

Only one university known as the University of the Punjab, Lahore, was in existence at the time of its inception (Chouhan, 2008). Now there are more than 183 chartered universities in both the public and private sectors (Higher Education Commission,

2015). The total enrollment in these universities is more than 1,295,178. According to

National Education Management Information System of Educational planning (2013)

57% universities are in public sector and the remaining 43% are in the private sector.

It is important to point out that Pakistan‘s university infrastructure is not homogeneous in terms of size, degree programmes, number of students and the quality of education. Only a few universities in the public as well as the private sector have buildings occupying vast areas and providing quality education at the same time.

These universities are competing for excellence and bear ample resources for proving their existence in various ranking lists of Asian and International universities. A large majority of them possess an average or poor status in terms of infrastructure and education.

In order to set up rules and regulations, the accreditation and promotion of quality higher education in universities of the country, the government established a new institution named the Higher Education Commission (HEC) in 2002. It was in reality a reformulation of the University Grants Commission which was established in

1974. Before the establishment of the HEC, the state of the universities and higher education was not strong enough. The HEC has been trying to improve the quality of higher education by applying pressure on the universities. Due to the strict monitoring and control of this body, the universities have been trying to achieve the standards imposed by the HEC. For the purpose of accreditation of a discipline/subject, the

HEC has set some criteria for the libraries regarding the relevant discipline.

Moreover, for nourishing a research culture, this body has provided databases to every university library which contain rich electronic journals and books. The HEC also provides the electronic thesis repository. For the upgradation and improvement of research projects, the university libraries also get funds for various projects through

3 the HEC. Hence, the HEC is a source that facilitates bringing quality changes in the university libraries.

1.1.2. Transformation in Higher Education

The education sector in the present age is greatly influenced by the

Information and Communication Technologies (ICTs). In higher education, ICTs are pushing the teaching learning process towards adoption of new techniques. Trends in pedagogy now include greater information access, greater communication via electronic facilities, synchronous learning, increased cooperation and collaboration, cost-effectiveness (e.g. by reaching different students and in greater numbers). Both teachers and students need to adopt more appropriate applications which are flexible in time and in place, are personalized, and are more cost-efficient (Fisser, 2001;

Pelliccione, 2001).

A lot of pedagogic changes are also taking place in higher education due to the socio-economic factors. Accreditation bodies and commissions are expecting more from the universities in delivering and supporting research and education for the well- being of society. In other words, demands have been raised for the up gradation and improvement of the infrastructure of universities in the prevailing competitive market.

As the pedagogic and socio economic factors have marked clear cut changes in quality higher education, university libraries are also striving for quality services as they too are passing through an era of transformation.

Due to the changes in global socio-economic, political environment and advancements in ICT‘s, the library users‘ lifestyles and trends have also changed.

With the growing importance of higher education, the university libraries are supposed to play a vital role in the university instead of the subsidiary role of assisting

4 in information search and making available documents that have relevant information.

Ongoing advancements in ICT‘s and the growing necessity for timely delivery of information have influenced almost every facet of university libraries during the process of restructuring and remodeling of their services using new opportunities for meeting users information demands and providing greater conveniences to them. In other words demands have been raised for the up gradation and improvement of infrastructure of university libraries in the prevailing competitive market.

Today, students demand information well in time, at any place, in more compatible electronic and printable formats. Their respective behavior for acquiring knowledge has changed altogether from the previous generations. Now, the utility of libraries lies in the demand for timely delivery of accurate and high quality information at the place where it is desired (Nazim & Mukherjee , 2013). To meet the challenges of the 21st century, the only way to remain compatible is to adopt innovations. As a fountain of knowledge, the academic libraries need to innovate new modes to face the prevailing changing information environment, media landscape, technological innovations, user‘s expectations and various economic issues (Makori,

2009).

History of libraries clearly shows that for sustaining and retaining relevance to the needs of the society, they kept on introducing changes in storage, organization and retrieval methods of information. The role of libraries is constantly going through a transformation (Ameen, 2005). Libraries that are uniquely capable of anticipating and meeting customers‘ needs in ways that mirror a changing world are deemed successful and therefore are able to attract more resources and talent. Creating innovative services and an environment that add value for the customer take precedence over all other drivers in determining organizational success in the twenty

5 first century. It is evident from the current environment indicators accompanied by technological revolution that libraries need to utilize the tools of innovation for creating value for customers.

1.1.3. What is Innovation?

Innovation is considered a source of competitive advantage and is worth studying under an ever changing technological environment, fast changing market situation and continuous customer demand for quality services (Howell & Higgins,

1990; Tushman & Nelson, 1990).

Innovation and change have always been an important factor in the life of every organization and it is considered as key to improvement and success. The concept of innovation has been defined in a variety of ways by different experts. The term innovation is defined in Merriam-Webster Dictionary online (2018) as ―a new idea, method, or device‖. One of its most cited theorists is Rogers who reviewed it as

―an idea, practice, or object that is perceived as new by an individual or other unit of adoption‖ (Rogers, 2003, p.12). Innovation defined in a study of innovation in public libraries by Damanpour & Gopalakrishnan (1998) as the introduction into the organization of a new product, a new service, a new technology, or a new administrative practice; or a significant improvement to an existing product, service, technology, or administrative practice. However, Business Dictionary online (2018) defined the term innovation in a more comprehensive manner in these words:

The process of translating an idea or invention into goods or service that creates value or for which customer will pay. To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination, and initiative in deriving greater or different value from resources, and includes all processes by which new ideas are generated and converted into useful

products. In business, innovation often results when ideas are applied by the company in order to further satisfy the needs and expectations of the customers. (Business Dictionary online, 2018)

As this definition explains the innovation more comprehensively, so this definition is assumed more suitable to adapt for Information Management discipline.

Hence, for the purpose of this study, innovation has been defined as a process of translating an idea into goods or service that creates value for the users of libraries. To be called an innovation for a library, the idea must be replicable and must satisfy a specific need and expectation of the users and the parent institutions at the same time.

Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products and services.

1.1.4. Innovation management

‗Innovation management‘ is a relatively complex phenomenon as compared to managing other operations of an organization. It is referred as ―the new science of success‖ and predicted that innovation would become a new management discipline and profession (Christensen, 2002). It is the combination of the management of innovation processes and change management. The term here refers to all relevant management activities and efforts that control the successful adoption (from the beginning to the implementation) of innovation in libraries and information resource centers.

For successful innovation management, more talent, skills and energies are required than was needed in the past. In managing the innovation in libraries many scholars believe that the leadership team has a significant impact on many dimensions of the organizations including innovation. In a case study of nonprofits, Light (1998, p. 19) indicated that some scholars see leadership as the sole factor in success.

Although, other mentioned leaders as having little control over organizational outcomes (Hannan & Freeman, 1984). Contrary to it, many studies reported the leadership as a most important factor for innovation management (Nadler &

Tushman, 1990; Denti & Hemlin, 2012). Leadership plays a decisive role in enhancing organizational creativity (Amabile, Conti, Coon, Lazenby, & Herron,

1996; Mumford, Scott, Gaddis, & Strange, 2002), launching and driving innovation projects ( Bossink, 2015; Stoker, Looise, Fisscher, & Jong, 2001), and implementing innovation projects and overcoming resistance (Gilley et al., 2008). Somech (2006) concludes that the leaders are the key drivers, who either promote or inhibit innovation management in the organization. Deschamps (2005) goes even further, saying that the failure of innovation projects is most likely due to ineffective leadership skills.

The role of information professionals (librarians) is important in bringing change and managing innovation. The pace of change was not very fast and print form was the major source of information. Growing and changing information behavior of users‘ and those of the parent organizations are posing a pressure for a major transformation in the library services. The professionals at top positions ought to play a role of leader rather than of a follower to manage the innovation in libraries.

Academic library leaders are thought to be innovating for the growing needs of parent institutions and their clients in the emerging information environment.

With a clear understanding of the internal and external environment, a library manager is expected to manage change to address the needs and expectations of the community. It is generally emphasized that an innovative leader will respond to the uncertainty by using new leadership skills that lead to an innovative culture in the organizational structure. For leaders of the library profession there is a threefold

8 challenge, developing the ability to create value added innovation services on continuous basis, utilizing strategies to make decisions about innovations, and delivering innovation services to the customers (Deiss, 2004). The development of methods for reducing barriers as well as increasing staff confidence, commitment, and skill levels is important if libraries are to become truly innovative.

The studies regarding the innovation management in profit oriented organization have been conducted to gain competitive advantages; however, the ways in which innovation flourishes in non-profit organizations remain elusive. Thus, the purpose of this study was to examine the status of innovation in university libraries of

Pakistan and to understand the mechanisms and factors that facilitate innovation in the perceptions of library leaders.

Operational Definitions:

Innovative Libraries

Considering the status of Pakistan as a developing country, the benchmark to rank a library as ‗innovative‘ was the occurrences of minimum 3 innovations mentioned in the list of Jantz (2013).

Traditional Libraries

The libraries that have two or less innovations as listed in study of Jantz

(2013) were marked as traditional or non-innovative libraries.

Statement of the Problem

Almost all the organizations have to face challenges for bringing about innovations and changes. Research on leadership, change and innovation management is growing globally. Academic libraries are facing challenges posed by the prevailing

9 changing information environment, media landscape, technological innovations, users‘ expectations and various economic issues (Makori, 2009). A statement, ―the choice is to change and thrive or live in the past and fail‖ reported by Stofﬂe, Allen,

Morden, and Maloney (2003, p. 363) for giving an alarming call to the library leader, is accepted as important in literature and cited by other researchers as well. There is an agreement on the adoption of innovation as a sole survival of academic libraries. It is no longer possible for academic library leaders to act without being continuously abreast of new methods and techniques and stay without being informed regularly about new trends and approaches. It is assumed that innovation management in academic libraries is a relatively neglected area in Pakistan and its status need to be explored in local context.

In the developed countries, a number of researches conducted to explore the various dimensions of innovation in libraries (Clayton, 1997; Damanpour and

Childers,1985; Jantz, 2012; Luquire,1983). To date, no comprehensive study has drilled down into this area in Pakistan. Therefore, it is important to bring into light the perspective of academic leaders on the importance of innovation management, influential factors, challenges and barriers in the local context.

1.3 Research Objectives

The main objective of this sequential study was to explore the extent of implemented innovation in university/DAI libraries of Pakistan and to explore the view point of library leaders regarding the innovation management in academic libraries in Pakistan.

1.4 Research Questions

To meet the aim of the study, following research questions were devised to address the phenomena:

Q.1. What is the extent of innovation in university libraries of Pakistan?

Q.2. What is the degree of innovation in the physical environment of the libraries?

Q.3. How do university library leaders describe innovation?

Q. 4. How the library leaders are involved with innovation in their institutions?

Q.5. In the view of library leaders, what are the factors that act as barriers to

innovation?

Q.6. In the view of the university librarians, what factors positively affect

innovation?

Q.7. How is scholarly digital communication changing in professional roles of

university librarians?

1.5. Rationale and Significance of the Study

On the whole, culture, norms and tradition of library profession act in a way to maintain the status quo, making it very difficult to implement innovation. The ―iron cage‖ metaphor (DiMaggio & Powell, 1983) wisely depicted the situation and suggested that library culture perpetuates some of the more restrictive aspects embedded in the norms and traditions of the profession. Same situation was expected in the Pakistan. Most of the existing university libraries in Pakistan are largely adhering to the traditional setups. The traditional setup is assumed as the libraries with an adoption of less than two innovation mentioned in the literature and in list prepared by Jantz (2013). The traditional libraries have not brought any significant change in their old setup. Ameen (2011) stated, ―Libraries may further lose their already neglected status unless they devise better offerings for their communities than mere collectors and organizers of information resources‖ (p.174). During the last two decades some university libraries have made significant efforts and taken initiatives

11 for the adoption of necessary innovations. Despite this fact many university libraries are still adhering to the traditional setup and still not prepared to adopt the change positively. In order to align the university libraries according to the needs of 21st century, the status of innovations in Pakistan need to be explored so that through creating awareness further policy, planning and strategies could be adopted for the effective and successful adoption and implementation of innovation management in university libraries.

The study will be valuable for the policy makers of higher education, parent organizations and library professionals. The study will also raise awareness for innovation in other type of libraries, i.e. public, college libraries etc. It is hoped that this study would be a significant contribution to the literature on innovation, especially in the field of university librarianship in Pakistan. This study may carry value for the other developing countries with similar conditions.

1.6. Limitations

The concept of innovation management is relatively new in Pakistan. One of the main limitations faced during the research was that the data in first phase was collected through website review and all uploaded information was considered updated latest. It might not be completely telling the all indicators. The cases for qualitative phase were drawn purposively from the federal capital, Islamabad, and

Punjab province due to the limitation of time and other resources. Hence, the findings may not be generalized and is representative of Islamabad and Punjab province. The recommendations can be used in the same circumstances. Moreover, the responses of the library leaders were also considered true and any exaggeration or concealment of any fact was beyond control.

The views and perceptions of administration of the universities and users were not covered in this study and need to be explored separately to look at the other side of picture. The literature was reviewed in order to cover innovation management concepts. However, the literature review was limited due to the non-availability of local literature on the topic of innovation management in the Pakistani scenario.

1.7. Reasons for the Choice of Topic

The reason behind choosing this topic is researchers‘ own career in various academic libraries. The researcher herself has an experience of twenty years of serving in public sector academic libraries in Pakistan. In light of personal experience, it was assumed that most libraries have either an average or weak status of innovation, quite similar to their respective parent institutions.

The present work place of the researcher was a college established in 1922, and later in 2002 it got a university status and was of a traditional type without desired infrastructure. A need was felt by the researcher to make the library attractive and more useful for students and faculty. For this purpose, the library needed complete innovation in all areas. For bringing change in this public sector university, the researcher had to take information about the sister university libraries and to be aware of all the new changes and innovations. Hence, this study has not only provided the support but also in enriching the knowledge of university library services and an increased awareness of the practical problems and ground realities through the research.

1.8. Organization of the Study

This study is organized into six chapters and at the end references and appendices are provided.

The first chapter introduces the study and background of higher education, statement of problem, research objectives, research questions, rational and significance, and definition of terms used in the study.

The second chapter reviews the literature pertaining to the innovation, management, challenges of academic libraries, leadership, influential factors. The review also identifies the gap in the available literature that raise a need to conduct the study.

The third chapter describes the research design, methods, sample cases, data collection and analysis procedures used in the study.

The fourth chapter is divided into three sections. Section 1 presents the analysis and findings of website review in a quantitative term. Section 2 presents the results of observations conducted in 20 cases of the study. Section 3 reports the findings and interpretation of the semi- structured interviews of library leaders.

The fifth chapter reports the discussions.

The sixth chapter presents the summary, propose framework/model, recommendations and suggestions for further studies.

CHAPTER 2

THEORETICAL FRAMEWORK & LITERATUR REVIEW

This chapter presents theoretical framework and a review of the literature on innovation in the context of university libraries. It begins with addressing the important related theories, models and frameworks in innovation or about its related elements. Literature review covers field of innovation, innovation management, academic libraries, leadership, and a few other related important factors. It outlines the broad field of innovation management in business and organizational studies followed by innovation studies within the context of university libraries. This is followed by the local studies which have some relevance to this area of study.

Searches in Google Scholar, Science Direct, Emerald, Taylor and Francis,

JSTOR and Pro-Quest (summon delivery of electronic resources) were conducted.

The electronic search strategy was developed by a combination of keywords including, ‗university libraries‘, ‗education‘, ‗innovation‘, ‗innovation management and creativity‘, ‗change management‘, ‗idea‘, ‗idea generation‘, ‗innovative‘,

‗innovativeness‘, ‗leadership‘, ‗top level management‘. The library of the University of Punjab was approached to obtain the literature in printed format such as books and thesis. Websites of government organizations of Pakistan and annual reports were also consulted in order to acquire the reliable statistics regarding the education and universities and to find the geographical background of each area and province of

Pakistan.

A. Theoretical Framework

Events in the external environment can precipitate changes in the strategy and structure of the organization in which leaders take action to cope with the uncertainty

15 in the environment. Reynolds and Whitlatch (1985) noted that there is no comprehensive theory that can be used to study innovation in libraries. Although, there is much published literature on the need of innovation. No substantial complete theoretical approach to studying innovation in libraries is still available. Jantz (2013) also pointed out about the dearth of an extensive theory of innovation management.

However, some theories regarding innovation enablers are presented here to build conceptual framework for this study.

(i) Knowledge as an innovation enabler

Knowledge management (KM) works as an important enabler for innovation in libraries. Islam, Agarwal, and Ikeda (2015) reported the only study thus far that has proposed combining innovation and KM in the context of academic libraries through their KMSIL framework. Islam et. al. (2015) stated that in academic libraries knowledge from customers refers to ideas and suggestions that would be useful for the library to implement. Knowledge about customers refers to understanding the patterns of patron information needs – those that have been met through library services, and those that are still not met.

Implement KM / gather knowledge of: Analyze & synthesize

- User needs Innovation - Innovation possibilities The service concept Patron Overcome interface Service delivery barriers system Technological options - Barriers

Figure 2.1 A theoretical framework of KM for service innovation in libraries (Islam et al., 2015)

Through their qualitative study, they found that for any change management or service innovation, being responsive to user needs and continuously gathering

16 knowledge of those needs is important. This can be done through evaluation and assessment, staff-patron interaction, and through outreach (either in person or using social media). Along with user interaction, library staff must also keep themselves informed of innovation possibilities. However, even if the librarians know what the user wants, and can imagine the possibilities, they cannot move much ahead if they do not understand systematic and other barriers prevalent in the library. Service innovation requires knowledge of barriers that need to be overcome before innovation can happen. Islam et al. (2015) define KMSIL as gathering knowledge of user needs, innovation possibilities and barriers, analyzing and synthesizing these to overcome barriers, leading to service innovation in libraries.

(ii) Organizational structure as an innovation enabler

The great bulk of organizational research has focused on the for-profit sector where the goals are primarily to seek profitability or to gain a competitive edge. In contrast, the nonprofit seeks to advance the public good, a goal that is much more difficult to quantify. For a nonprofit, the primary goal is to fulfill the institutional mission rather than seek profitability or shareholder wealth (McDonald, 2007). This study focuses on a class of nonprofits – the institutional nonprofit – and the academic library as a special member of this class. In striving to become more innovative, nonprofits encounter unique challenges such as dependence on external funding, establishing credible success criteria, and dealing with ethical issues (Jaskyte, 2011).

In the institutional environment, the nonprofit appears to compete more for social fitness rather than economic efficiency (Powell, 1991, p. 184). One of the most promising theories that helps us understand how the library behavior differs from

17 other non-profits and the for-profit sector emanates from the work of DiMaggio and

Powell (1983) and DiMaggio and Anheier (1990).

In their theory of institutional isomorphisms, DiMaggio and Powell (1983) contend that the engine of bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox results in which rational actors work to make their organizations similar. These researchers argue that structural change is driven less by competition; rather bureaucratization makes organizations more similar without making them more efficient. In the context of nonprofits such as libraries, we might expect a coercive force to emanate from state government or a regulatory agency and the associated political and budget control. When an organization faces uncertainty such as that introduced by the environment and technological advances, a mimetic force can cause imitation where the organization adopts services or products that appear to be successful in other similar institutions. Perhaps the strongest normative force operating on a library is professionalism which resides in formal education and professional networks. According to DiMaggio and Powell, two aspects of professionalism result in isomorphic tendencies: 1) the vesting of formal education and legitimation in a cognitive knowledge base produced by specialists and 2) the growth and elaboration of professional networks that span organizations.

In a particular relevant assertion, these researchers noted that ―many professional career tracks are so closely guarded, both at the entry level and throughout the career progression, that individuals who make it to the top are virtually indistinguishable‖. In developing hypotheses regarding environmental uncertainty and bureaucratic structures, DiMaggio and Powell assert that these isomorphic forces often lead organizations to resemble each other in structure, culture, and output.

Within an institutional context, this hypothesis suggests that the more uncertain the relationship between means and ends, the greater the extent to which an organization will model itself after organizations it per perceives to be successful.

DiMaggio and Powell also hypothesize that ―the greater the reliance on academic credentials in choosing managerial and staff personnel, the greater the extent to which an organization will become like other organizations in its field.‖ This theory of isomorphic forces is fundamental to the premises underlying organizational innovation in libraries. The library has had over 100 years to bureaucratize itself through the norms of the profession and the various professional library organizations.

According to these isomorphic forces, the principal actors, the dominant coalitions, and the leaders of these organizations construct an environment around themselves that restricts their ability to change. Ultimately, this constructed environment exerts a powerful force against change – reducing variation and the opportunities to introduce innovative services.

(iii) External Environment as an innovation Enabler

Although there is considerable literature on innovation and public institutions,

Noordegraaf and Stewart (2000) suggest that more attention should be given to the environment in which the institution is embedded. Outside of the borders of the university, there are external pressures that are creating environmental uncertainty that affect the university and the university library. These pressures originate, in part, from the political and economic environment and the emergence of for-profit firms that offer competing services. In studying environmental impact on innovation,

Damanpour and Gopalakrishnan (1998) locate educational institutions in a stable, predictable environment which leads primarily to mechanistic organizations that are characterized by a focus on rules and incremental innovations. These researchers have

19 developed a model that relates environmental change, organizational structure, and innovation. The two primary dimensions of the environmental model are stability – the extent to which events in the environment occur frequently – and predictability – the extent to which events occur in a pattern that can be discerned in advance. Four environmental conditions result: 1) stable/predictable, 2) stable/unpredictable, 3) unstable/predictable, and 4) unstable/unpredictable. For much of the 20th century, libraries resided in a stable, predictable environment. However, the external environment of the 21st century appears to be much more unstable, a situation that is likely to lead to more radical innovation.

For the above mentioned innovation enablers ; KMSIL framework generated by Islam et al (2015), theory of institutional isomorphisms by DiMaggio and Anheier

(1990), and a model that relates to environmental change and organizational structure generated by Noordegraaf and Stewart (2000) is used as theoretical lens for conducting this study.

B. Literature Review

2.1. A Historical Background of Studies on Innovation

There is a general myth that ―innovation‖ is a relatively new topic.

Nevertheless, it was found during review of the literature that the word ‗innovation‘ entered the English texts in the mid-1500s from a Latin word ‗inovare‘, meaning

―renew‖, ―make new and alter‖ (Oxford English Dictionary, 1998). During the time period from 1500s to 1800s, the term ‗innovation‘ was reckoned as deviant behavior and accounted as a strong barrier to social, religious and political norms. Innovation was supposed to be a behavior desirable only if it could sustain the status quo. Any changes outside the norms and interests of the corporate body, the state of religion or

20 church were classed as deviance and the term innovation was used to describe that behavior. The term was interpreted negatively in dictionaries during this era (Abadi,

2014). From the 1900 century onward, it changed from a taboo and people started taking the social deviant behavior positively. Schumpeter and Redvers (1934) first time wrote about the innovation as a driving force in economic growth. Later on, other scholars also began to debate new interpretation of innovation. In this way the mind set of people started to change with regards to this phenomenon.

According to Mokyr (1992), innovation history was first positively started in the business sector through classical economic history. Between the 1970s and 1990s, scholars started researches on managerial actions in support of innovation after a series of publications on the topic of innovation and business strategy. Between 1990 and 2008, innovation became the center of an organization and was taken as a tool for survival and considered as a source of competitive advantage (Abadi, 2014).

2.2. Various Definitions of Innovation and its Importance

In the 21st century, innovation is of interest to practitioners and researchers across a range of disciplines, and has been defined and discussed thoroughly. For example, it is discussed and explored in literature of human resource management, operations management, entrepreneurship, research and development, information technology, engineering and product design, and marketing and strategies. Each of these disciplines proposed deﬁnitions for innovation that align with the dominant paradigm of its discipline. There is no definition of innovation that fits disciplines and perspectives. Damanpour and Schneider (2006) explained that innovation is reviewed in many disciplines and has been deﬁned from different angles and aspects. Baregheh

, Rowley, and Sambrook (2009) reported that there are more than 60 definitions of innovation in different disciplines.

It is not desirable to reproduce all definitions here. Hence, a few definitions which have a relevance to the Information Management discipline are mentioned there. Daft (1978) stated that innovation is about the launch of a new product, services, technology or enhanced administrative practices or an improvement in current product, services, technology or administrative functions. Damanpour (1996) expanded the definition and added ‗change‘. He elaborated, ―Innovation is conceived as a means of changing an organization, either as a response to changes in the external environment or as a pre-emptive action to inﬂuence the environment‖ (p.694).

Some other scholars also emphasized on the degree of newness. For instance, a general dentition of innovation was proposed by West and Anderson (1996, p.681) as, ―the effective application of processes and products new to the organization and designed to beneﬁt it and its stakeholders‖. Ven (1986) stated, ―As long as the idea is perceived as new to the people involved, it is an ‗innovation‘ even though it may appear to others to be an ‗imitation‘ of something that exists elsewhere‖(p.592).

Newness is also associated with change.

2.2.1. Basic Taxonomy of Innovation

Some researchers have divided the innovation into administrative and technical categories. According to this taxonomy, innovation can be defined as the introduction into the organization of a technical innovation (a new product, a new service, a new technology) or a new administrative practice; or a significant improvement to an existing product, service, technology, or administrative practice

(Damanpour & Gopalakrishnan, 1998). In some other studies Daft (1978);

Damanpour (1996) stated that administrative innovations and technical innovations complement each other. When an organization tries to introduce some technical innovation, it goes through some of new administrative innovation as well.

Taxonomy of innovation is also presented on the basis of pace. Jantz (2012);

Zaltman, Duncan, Holbek (1974) mentioned radical and incremental innovation.

Radical innovations involve new knowledge that is used to create totally new products and services or to make fundamental changes in an existing product or service. On the other hand, an incremental innovation uses existing knowledge to create minor improvements in a product or service. Radical innovations represent an entirely new practice whereas incremental innovations support existing practice. Gatignon, et al.

(2002) reported that radical innovations are riskier than incremental innovations and they have more profound organizational effects.

2.2.2. Importance of innovation

Due to increased use of new technology, organizations have only option to survive in the market by adopting innovation (Damanpour & Aravind, 2006).

Likewise, Lam, Hills, and Welford (2005) mentioned that organizations have to achieve their goals by adopting new technologies and innovation. These innovations must focus on change in old processes and make them better for the organizations.

They further stressed that for the better growth of an organization, innovation has a serious role to play in attaining a competitive edge. Eisenbeiss, Knippenberg, and

Boerner (2008) emphasized that innovation is of great importance in order to gain competitive advantage over its competitors. Innovation also helps organizations to meet complex situations with ease and comfort.

Zahra and Covin (1994, p. 183) suggested that ―innovation is widely considered as the life blood of corporate survival and growth‖. Bessant, Tidd, and

Pavitt (2005, p. 1366) mentioned that ―Innovation represents the core renewal process in any organization. Unless it changes what it offers the world and the way in which it creates and delivers those offerings for its survival and growth prospects‖. Indeed

23 innovation is taken as ―optimizing the potential beneﬁts embedded in an idea that is new to the organization‖ (Lam et.al, 2005, p.122). Two concepts contained in these statements are that innovation is about creating value and it requires individuals and organizations to embrace something new. It is not just about generating good ideas, but also about taking these good ideas and bringing them into action.

It is established that innovation is the most desirable phenomena in the organization that is closely affected due to a change in some external or internal factors. In a state of continuous change in an environment, the organization, company, or institute cannot thrive without bringing suitable and compatible innovations.

2.2.2.1. Desire for the innovation in academic libraries.

Innovation is a process through which new ways and ideas are introduced in any organization to make work easier and to bring the organization on modern lines

(Rogers, 2003). Academic librarians need to innovate to work on modern lines in the new environment. Innovation as a new idea process or products is not recent development in libraries. Infact it could be safely asserted that innovation in libraries are as old as libraries themselves. In ancient libraries of Egypt and Mesopotamia in

3000 BC, information resource of that period underwent a series of developments in storage method. Library records at that time popularly stored in papyrus and clay tablets (Rubin, 2017). We have since then continued to witness the transition of these information storage devices to the present day books along with other electronic storage media.

We already know that academic libraries are nonprofit organizations. While reporting the innovation practices in libraries, Waghmare and Salve (2014) defined the academic library as, ―A library that is attached to the higher education institutions

24 which serves two complementary purposes; to support the curriculum of the institute and to support the research of the university faculty and students‖ (p.16). The experts have highlighted their role in the present information era also and stated, ―Academic libraries are playing a very essential and fundamental role in higher education. It acquires, processes, organizes, the basic information sources and disseminate the vital information to students, faculties and the research scholars for the growth of the higher education‖ (Waghmare & Salve, 2014, p.16). Scholars have considered the academic library as a ‗heart‘, and ‗center‘ of a university. Users liked to visit the library for fulfilling their various needs such as, to conduct research, searching and retrieving information from the available collection, or for getting reference services from the librarian (Yeh & Walter, 2017; Lukanic, 2014). The role of academic libraries was best described by Makori (2009, p.10) as, ―Fountains of knowledge which are responsible to provide services to support learning and research activities to their parent organizations. In this regard, the academic libraries have remained unchallenged throughout the world as the primary source of recorded knowledge and historical records‖. It shows that the role and importance of academic libraries were unchallenged in past. But it is not workable in the present circumstances because academic libraries are now facing a crucial time in the present era.

Although, some renowned scholars felt the sensitivity long time ago and pointed out at that time that after a few years, the use of libraries will reduce significantly, and as solution innovation is necessary to adopt (Taylor,1973). Another researcher pointed out that most of the people don‘t raise a voice against poor quality services of libraries and this a significant reason for failure of academic libraries and that libraries need to innovate to meet the users‘ demands (Nadler, 1977). Hence, it

25 appeared that scholars started to give attention to innovation during the 1970‘s and became aggressive during the last decade.

The changing needs of users‘ are a strong stimulus for bringing the innovations. The younger generations that research libraries are serving today are more active, more multi-tasking, and more technologically savvy than any other generations before them. Lenhart, Madden, and Hitlin (2008) narrated that in comparison to prior generations, this group innovates and produces ideas and products, such as blogs and audio visual creations, much earlier than their forefathers.

The data generated by the Pew Internet and American Life Project survey of teens and parents conducted by Lenhart, Madden, and Hitlin, (2008) forecasted with certainty that this trend will continue and increase in the foreseeable future. Sweeney (2005) raised the voice for reinventing the academic libraries due to completely changed information seeking behavior of the millennial. He proposed:

Based upon their experiences, millennials expect constant, rapid new services and far more options than they have been getting from traditional libraries. Library planners must respond with rapid, immediate new services that appeal to millennials, and they must do so very soon. Each and every day more members of this huge cohort are entering colleges and the workforce and making decisions consciously or unconsciously about the relevance of libraries. Library planners must immediately target new, effective services to this generation and avoid delay. (Sweeney, 2005, p.175)

Some scholars raised an issue regarding print and electronic format. For example, Gayton (2008 ) warned about the existence of academic libraries and stated that the past design of libraries was just working as a store house of the print material.

In present situation, this type of model will lead to the death of the library.

Furthermore, due to the increase off campus electronic resources, the demand for print

26 material is decreasing and falling of gate counts are reported as well. The result of this situation will lead to the death of traditional library. In this scene some of the professionals are quitting and resigning. While many other are trying to redesign the spaces and reshaping the services. Administrators, users, and patrons of libraries each bring a personal bias to the understanding of ―library‖ as a space and place in a community. Libraries around the world are faced with the challenge that people think of the library in the traditional sense of an information storehouse rather than envisioning it as a more contemporary and networked information hub (McArthur &

Graham, 2015). Some scholars have questioned the justification of spaces that the print collection occupies and reported that the digital environment has also led to a decrease in the utility of print books and an intense drop off in the use of physical printed journals (Gregory, Choate, Wilkins, 2015). They stated:

Academic libraries of utility all over the world are responding to this trend by reconsidering collections and how they are managed and accessed….The mismatch between collection size and collection use means that the physical collection is consuming space that could be utilized for other clearly desired library uses such as individual work spaces, increased quiet study, and collaborative research areas. (Gregory, et.al, 2015, p.25)

A few scholars criticizing the model of academic libraries to an extreme extent and have stated that the wide application of digital technologies to scholarly communications has disrupted the previous model of academic library service.

Academic libraries should completely move from print to electronic collections; the print collections should be done away with completely, redevelop the library space and in the same way all resources, tools and expertise will be of a different kind in the new model (Lewis, 2007). Thompson (1982) also mentioned the underutilization of academic libraries and highlighted that due to new technologies, the use of libraries

27 was becoming redundant. ―With the advent of the Internet, more and more library services are delivered digitally. In recent years, with the emergence of various

Internet-related opportunities such as Google Scholar, faculty and students have been gradually moving away from their libraries altogether‖ (Yeh & Walter, 2017, p.795).

However, Lukanic (2014) presented the challenges optimistically. The researcher reported, despite the fact, many people believe that the emerging technologies would make the academic library redundant; the universities would surely evolve their libraries as a hub for discovery, collaboration, scholarly breakthrough and learning. He stressed on adoption and stated that the libraries must now adopt a positive ecology in the face of emerging technologies. The interactive learning and knowledge creation across both physical and digital realms in the universities is essential. Academic libraries must embrace flexibility in functioning.

Universities will be most successful in influencing their libraries if they not only solve for current needs but ensure their facilities can respond to future changes in pedagogy and technology.

Moreover, some university libraries let the change take place as a part of organizational development. Due to the fact the university is itself modernizing and restructuring to meet the new challenges and competition in higher education, its library is also changing to meet the mission, goals and objectives of the university

(Malhan, 2006). He further added that due to accelerated pace of electronic publishing, digitization of documents, development of library networks and growing emphasis on the internet-based library services, providing in time access to information on any subject have to be the main concern of the university libraries.

Some other researchers also assessed the disruption as an opportunity and advocated:

The notion that disruption to current library services in fact represents opportunities rather than threats to academic libraries. This is because the service mission of academic libraries implies that outside innovations are means to free libraries from some of the current services, allowing them to reconfigure existing resources for innovative new services. Viewing innovation as a distraction or citing lack of resources as excuses for not engaging in innovation projects both run counter to libraries‘ service mission. This is because, without innovation, users‘ changing information needs will render academic libraries increasingly irrelevant. (Yeh & Walter, 2017, p.802)

Most of the scholars stressed the need of innovation as a solution. Cox (2010) identified three key challenges facing academic libraries in a period of recession: resourcing, technological change and proof of relevance. He emphasized on economic recession and reported, ―Although it is clear that the global recession has placed a major strain on resources, it is argued that there are real opportunities to enhance the relevance of academic libraries to the scholarly mission and to provide leadership through innovation, creativity and an outward-facing perspective‖(Cox, 2010, p.13).

Stoffle and Cuillie (2010) stated that libraries need to use business- management practices to thrive in the future. They further added that libraries have to align themselves with campus learning and research goals. New technologies must be incorporated to improve service and reduce costs, and provide value-added library services. Although the way of working may change but the values will remain the same. Waghmare and Salve (2014) reported that continuing innovations in ICT‘s and the rising necessity of handling knowledge resources have influenced almost every aspect of university libraries and fixed the courses for redesigning. It has helped in finding new models of planning of these organizations and remodeling of their

29 services keeping in view the new possibilities of meeting users‘ information demands and providing greater conveniences to them.

In the past, larger print collections reduced user space, however, it is now not the case. ICT‘s have enriched user space, and the services for its support are increasing rapidly. The academic library as a place holds a special position in university. No other department can so symbolically and physically represent the centrality of an institution. However, to remain as the most important place in future, its space must flexibly accommodate evolving information technologies and their usage as well as support for new ways of teaching and learning in the new environment. At the same time, it must include flexible spaces that accommodate technologies as well as traditional reading rooms that inspire scholarship (Freeman,

2005; Gotsch, Holliday, 2007; Martin & Murray, 1994).

―If libraries are to remain dynamic, the spaces that define them and the services they offer must continually stimulate users to create new ways of searching and synthesizing materials. There is no question that almost all the library functions being planned for today will need to be reconfigured in the not-too-distant future‖ (Freeman, 2005, p.10). Hertog

(2000) wrote about service innovation and reported service innovation possibilities as change in the service concept, patron interface, service delivery system, technological options. Combining changes in these dimensions are most widely recognized as new services (Heskett, 1986; Miles, 1993). Service concept relates to how the customer needs are to be satisfied and what is to be done for the customer. Interface relates to the design of the interface between service providers and clients. Delivery refers to the way of providing services. Technology works as facilitator or enabler in providing the service to the users.

Consequently, Stoffle, Renaud, and Veldof (1996) suggested that academic libraries must bring change ―fundamentally and irreversibly‖ and change their current working style on prompt basis. Neal (2006, p.3), emphasized a keen attention towards introducing innovation in academics libraries. Dimaggio and Powell (1983) presented a theory that explained, ―How nonprofit libraries do innovations‖ and presented three mechanisms: coercive, mimetic and normative. A coercive mechanism took place when there is formal as well as informal pressure on which the organization is dependent, mimetic factor take place when there are quality responses made by organizations and the last normative factor belongs to professionalism in attitude.

2.3. Innovation Management

After realizing the significance of innovation, it is also very important to manage the phenomena effectively. Without effective management, an idea cannot be lead to fruition. Some serious management efforts are required for bringing innovation in an organization. The management principles are more or less same as far as used in other service oriented sectors. Various researchers (Birkinshaw, Hamel,

& Mol, 2008; Edersheim, 2007) are of the view that the broad field of management has been accommodating the increasing emphasis on innovation to a great extent. It was mentioned that the body of knowledge on management has increasingly been influenced by the modern knowledge-intensive organization and the need for change in management styles and practices to meet new demands. Edersheim (2007) further added that in 1968, management sciences pioneer, Peter Drucker, introduced the concept of discontinuity in organizations and challenged management to learn how to build and manage future organizations as groups of humans capable of anticipating the future, converting vision into technology, products and processes and able to think for themselves (Peter Drucker, as cited in Edersheim, 2007).

There are perhaps as many definitions of innovation management as there are of innovation. Innovation management is defined as ―the successful introduction of something new: it is the embodiment and synthesis of knowledge in original, relevant, valued new products, processes, or services‖ (Luecke & Katz, 2003, p.2). A researcher deﬁned management innovation as, ―A marked departure from traditional management principles, processes, and practices or a departure from customary organizational forms that signiﬁcantly alter the way the work of management is performed‖ (Hamel & Ruben, 2000, p. 4). Another scholar stressed the importance of innovation management and, referred to it as ―the new science of success‖ and predicted that innovation would become a new management discipline and profession

(Christensen, 2002).

According to a rather broad definition by Baregheh et al. (2009, p.1334),

―innovation management is a multi-stage process whereby organizations transform ideas into improved products, service or processes, in order to advance, compete and differentiate themselves successfully in their marketplace‖. Amabile et al. (1996) understand innovation management as the ―successful implementation of creative ideas within an organization‖ (p.1154). Creativity is therefore a necessary, but cannot be implemented without proper conditions for innovation.

Damanpour and Aravind (2006) suggested and incorporated deﬁnition for managerial innovation that includes ―new approaches in knowledge for performing the work of management and new processes that produce changes in the organization‘s strategy, structure, administrative procedures, and systems‖ (p.32).

Innovation in academic libraries is inevitable. Researchers proposed a few steps based on their assumptions that are necessary in the successful implementation of innovation management process in an organization. Clayton (1997, p.21) explained

32 the innovation management and reported, ―A managers should first know what type of innovation is being introduced as the success of whole process is dependent on it.

Nature and objectives of the organization along with mission, vision and overall objectives also plays a vital role in successful implemented innovation plan. Last step involves the interest and support from workers in accepting new change‖. In order to reach organizational objectives, it is necessary for the organization to be flexible and environment oriented which is ever changing itself. Therefore the ability to adapt and modify assures its survival in competitive surroundings. This may include effective human resource management, strategic management and enhanced technology to meet the needs of internal and external factors causing change (Agboola & Salawu, 2010).

A researcher presented his view point that successful organizations require both leadership and management but they may not necessarily be combined in one person.

It is possible that both leadership and management can be dispersed within an organization (Atton & Filder, 2003).

2.4. Innovation Management and some of the dependent factors

2.4.1. Leadership

Although, many scholars are putting more emphasis on leadership as an important factor for innovations; managing change and exploring the opportunities, management skills are not solely sufficient. It is assumed in many studies that in most of the organization and especially in nonprofit organizations, leadership plays important role

(Jantz, 2012). This is why the many scholars mentioned that some managers have not yet been introduced to better ways of managing innovation and they are feeling ill equipped to lead innovation (Christensen, 2002; Harris, 2010). In addition to routine managerial skills, an effective leaderships‘ skills plays key role in managing the innovation. Another expressed that in libraries change process is smoothed when all

33 employees are willing to actively participate; the leader is interested to personally review the progress; and managers are taking all necessary initiatives and constantly learning (Malhan, 2006).

According to the definition of Bass (1990), ―leadership consists of influencing the attitudes and behaviors of individuals and the interaction within and between groups for the purpose of achieving goals‖ (p.12). Furthermore, Makri and Scandura

(2010) reported that leadership plays an important role in the implementation of innovation within the organization. They can bring change in the organization by their positive and optimistic attitudes. Wright (2001) explained that in the growth and development of any organization, leadership plays a vital role and is considered as an important human resource. While some scholars quoted the people with leadership qualities as social capital.

Moreover, Chemers (1997) defines leadership as ―a process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task‖ (p.9). While there have been countless discussions about the relation between leadership and management (Kelley & Lee,

2010). The essence of leadership is that it includes both formal and informal authority, and that it has a very strong focus on the (new) goals to be achieved.

Nahapiet and Ghoshal (2000); Adler and Kwon (2002) explained that social capital exists between people and it is about trust among individuals, sharing of knowledge and information, use of new technology and access to data are the key factors which help organization to implement new technology and innovation in an efficient manner. While it is mentioned in the literature that follower‘s inclination towards creative ventures is greatly dependent on leadership‘s influencing methods (Mumford,

Scott, Gaddos & Strange, 2002).

Similarly, Jantz (2012) stated that leaders more significantly have a profound impact on the organizational outcome and innovation. Another of his research highlights the crucial role of innovation in changing the dynamics of a library.

Keeping an analytical eye on the current situation and keeping the status quo in consideration, a vision to transform shall lead to effective administration. In order to achieve this goal, leaders will have an important role. Their ability to think outside the box and the introduction of new service concepts will ensure success (Jantz, 2017).

Likewise, Musman (1982) expressed that like all other nonprofit organizations, significant power is vested with the top administration of the organization in academic libraries. He also stated further that in any large organization, important tasks are assigned to the top level management who has the capability to handle challenging situations easily. Organizations are always fond of new systems and innovations in order to solve their routine problems with an objective to make work easier and reduce cost of doing business. For this purpose, leadership develops an organized and systematic structure to meet the organization‘s needs.

This is why, Ward (2013) stated, ―Leadership for innovation requires the ability to create the circumstances whereby the members of the organization can engage new ideas‖ (p.234).

The author also reported:

Leadership for innovation in academic libraries involves a collective process that includes librarians and administrators as well as others. In these situations leaders facilitate change by creating opportunities for people to experience contradictions between their actions and values for which they have no ready response…It is a deeply collaborative process in which leaders facilitate the possibilities of libraries as

centers of student learning and knowledge construction. They do not prescribe or mandate the outcomes; they simply create context through which librarians, staff, faculty and students construct those outcomes. (Ward, 2013, p.85)

For bringing innovation and creativity, library leaders actually seek to transform the people and processes that surround them (Germano, 2011). They further mentioned, ―Leaders who transform their organizations in order to embrace the demands thrust upon them by an increasingly fractured and unordered information landscape are in the best position to create institutions that appear authoritative, desirable and relevant to information users‖ (Germano, 2011, p.12).

In spite of interest and initiatives of the university leader to facilitate desired changes, the university libraries may develop a corporate culture to plan their resources and organize their facilities but for rendering services to users. University libraries should maintain ethics to lessen users‘ problems and practice humanism in service (Malhan, 2006). Another researcher pointed out, ―Change brings uncertainty; for change to be effective, leaders need to embrace and accept it, adapting their leadership style accordingly‖ (Gwyer, 2010, p.39).

2.4.1.1 Leaders’ Style for Managing Innovation in Libraries.

Organizations can develop motivational aura by means of eradicating the autocratic style of leadership. This will include decentralization and employee appraisal. This will result in greater span of control and shorter chain of command therefore result in greater levels of motivation among workers from all levels. Such organizational structure and employee training will encourage workers to perform effectively. When managers become more democratic and there is more ease of communication between an employee and manager, there is more sense of

36 responsibility, delegation and self-fulfillment among workers. As unit managers work in organizational context, organizations should use soft human resource management techniques in areas pertaining to recruitment and training which will boost up both the firm and management‘s working capacity (Chang, 2016).

The concept of adopting innovations in operations of organization may be due to variation in leadership style (Hage and Aiken, 1999). Cloe, Giné, Tobacman,

Topalova, Townsend, and Vickery (2009) also expressed that there are some types of leadership that directly or indirectly influence their power. Most important types are transactional leadership and transformational leadership. In transactional leadership, main focuses of leaders belong to performance of groups and also role of supervision while in transformational leadership, the main focus of leaders is encouraging their followers by their behaviors. As suggested by Gumusluoglu and Ilsev (2009), innovation has a great significance in the efficiency of leaders and innovative leaders are believed ensure market success and motivate their followers with efficacy.

Further, Vera and Crossan (2005) expressed that the transformational leadership is much effective in order to increase interest of their followers in innovation and new ideas and this leads to the organization towards development.

Albritton (1998) concludes that there‘s a tug of war between transactional and transformational characteristics and the latter has more weight over former due to the support by library staff. The latter style of leadership is feasible to be employed at academic libraries since it ensures efficiency in the workforce.

Besides, few studies reported some different point of views. For example,

Kesting, Ulhoi, Song and Niufind (2015) did study on the relationship between leadership styles and innovation. They indicated that varying phases of innovation calls for changing needs with respect to leadership. Hence, transformational style of

37 leadership shall not always be fit for all purposes and some other leadership style(s) may need to be employed as well. Ferreira, Mention, and Torkkeli (2015) discussed the different leadership styles and the contingencies between specific leadership styles and the types and stages of the innovation process. Their finding suggested that transformational style of leadership is not the only style of leadership conforming in line with innovation, and that the effectiveness of different leadership styles depends on the innovation stages, types and different elements.

Another researcher, Jansen et al. (2009) also enhanced the previous studies and said in order to do routine tasks by an organization, organizations need to make some efforts and also make sure that there are proper allocation of resources and assets for the accomplishment of specific tasks. Different type of innovation can show a different relationship with a particular leadership style and various variables of organizational structure. Researchers advocated for implementing flexible styles.

According to Rosing, Frese, and Bausch (2011, p.957):

…flexible leadership behavior for innovation that shows two compatible sets of leadership methods which nurture exploration and exploitation individually and in groups. This is termed as ambidextrous behavior since it caters changing needs of innovation. Moreover, it is unprecedented and unclear that the conventionally examined leadership methods to promote innovation as they might act as a catalyst as well as a barrier to innovation. The examples of this statement may include a leader who brings up a vision that includes testing and may also include followers engaged thinking inside the box. The former is seen to encourage innovation and latter is a model where a barrier to innovation (thinking inside the box) is seen.

Major emphasis of leadership on innovation is encouragement of exploitation or exploration through reduction or increase in variance of followers‘ behavior. The

38 idea of this concept is explained as two kinds of organizational learning by March

(1991). Exploration is regarded as anti variance and sticking around the settled in order to eliminate risks. Both, exploration and exploitation hold significance for innovation. Thereafter, it is said that a uniform style of leadership is the cause for ineffective innovation therefore flexibility in leadership styles according to varying needs is a feasible approach which is supported by Ancona, Goodman, Lawrence, and

Tushman (2001). Hence, in light of the above studies it is evident that flexibility in leadership style is more important for flourishing innovation, especially in nonprofit academic libraries.

2.4.1.2. Leaders’ attributes for managing innovation in libraries.

For accepting change and to become successful, ―potential leaders should be innovative and creative risk takers; flexible; have the cognitive ability to deal with complex scenarios; have effective skills in dealing with people; have technical expertise; and be willing to learn‖ (Martin & Murray, 1994). Many scholars put an emphasis on leadership attributes necessary for innovation such as, boldness, risk taking, consultation, consensus building, public speaking skill, self-confidence, diversity, and serve as an agent for change, and rely on a team for internal management (Battin, 1998; Hernon, Powell, & Young, 2002; Sheldon, 1992). Vision in leadership is also an important attribute. ―To guide the transformation, a vision will be needed, one that creates a compelling mental image of what the library should become. Vision bridges the present with the future, establishes a standard of excellence, and informs the strategic planning process‖ (Riggs, 1998, p.67). It is reported:

Library leaders should be university leaders rather than purely leaders of libraries as at present. The focus needs to shift from library expertise

to leadership skills and attitudes and with advocacy across the institution – library leaders volunteering for projects outside their comfort zone to raise the profile of the library. Perceived barriers will thus be demolished. This should result in an array of different experiences, allowing people to draw on them throughout their career, giving them a broader perspective when carrying out their role as well as enabling various stakeholders to work together more effectively… (SCONUL, 2016, p.47)

Accordingly, for exploring the important attribute in changing the environment of academic libraries, Bolman and Deal (2008) did a research and concluded that emotional intelligence nuanced functional competencies that are appropriate to the workplace. She said, ―A leader with high emotional intelligence reflects the climate of an organization and its financial or operational success; conversely, many change efforts fail not because managers‘ intentions are incorrect or insincere but because the managers are unable to handle the social challenges of change‖ (Bolman & Deal, 2008).While, Goulding, Walton, and Stephens (2012) highlighted ‗advocacy‘ as a required skill for the academic librarian in a transformation phase. For the ever changing needs, there needs to be a nexus built, not only with external stakeholders but also with senior administration in order to ensure the fulfillment and availability of resources. McCaffrey (2010) presented four preconditions to work as a successful leader in higher education: knowing your environment, knowing your university, knowing your department and knowing yourself.

Jantz (2012, p. 6) discussed the need for leadership as a significant component in innovation. From interviews with university librarians at six institutions, to discover their perspectives on innovation in academic libraries, Jantz (2012) found that leadership and management can foster innovation in a library, but factors such as

40 organizational size and complexity and environmental factors also play a part.

Additionally the norms of the profession may in part push against the ability to innovate.

2.4.1.3. Other Influential factors.

To date there is no fixed set of variables for the innovations in libraries.

Similarly, no theory has been ever presented which shows a clear relationship or model for the innovations. Various researchers in different periods of time focused the studies from different perspectives. However, following studies described some important factors that have some probable relationships with managing innovations.

2.4.1.3. 1. Organizational culture.

Culture is deﬁned as, ―the deeply seated and often unconscious values and beliefs shared by the personnel in an organization‖ (Martins & Terblanche as cited by

Jantz, 2017). Literature advocates that an organizational culture strongly affects in managing the innovations. Shepstone and Currie (2008, p.21) concluded their research regarding transforming the academic libraries, ―A positive culture creates a work environment where employees are committed to, and contribute to, the success of the organization‖.

Academic libraries possess a well-established historical background and generally possess a culture with a status quo, which is not favorable in implementing the innovation (Jantz, 2017; Hamel & Ruben, 2000). Due to strict norms and traditions of the profession, DiMaggio and Powell (1983) used a metaphor ―iron cage‖ for the academic libraries. This situation creates more restrictions that lead to an inability to respond to the changes occurring in the environment and hinder the creativity.

In most of the academic libraries beaurucratic and hierarchical organizational culture prevails (Maloney, Antelman, Arlitsch, and Butler, 2010; Jantz, 2012).

Bureaucracy is also counted as a hindering force. Salama (2011, p. 2) critically stated,

―A management culture based on traditional values of obedience and bureaucracy is not entrepreneurial‖ and must be changed to one that welcomes ideas from those working in the lower levels of the hierarchy and encourages working teams to learn from each other. According to Jantz (2015), the warranted change would be possible to bring about only if library leaders would be capable of creating a culture in which innovation and creativity become accepted norms. ―Leadership and culture are two sides of the same coin‖ (Schein, 2006). Academic libraries have nurtured fundamentally conservative organizational cultures. Adding to this challenge is the need to align the overall library organizational culture with the culture of the parent institution to ensure stability, fit, and support ( Maloney, Antelman, Arlitsch, &

Butler, 2010).

Generally, organizational culture occurs at three levels from outer to inner: material culture, institutional culture, and spiritual culture. Material culture of libraries is the carrier and representation of library culture, such as library sign, building, layout, hall decoration, bookshelf arrangement, and document setting.

Institutional culture of libraries is the institutional ideologies and adaptive thinking modes and behavior rules accepted or enjoyed by staffs, which have been shaped or are being shaped in the operation of libraries, such as development goal, leadership system, and rules and regulations; spiritual culture of libraries is the standard of value and basic idea which guides staffs, such as thought of operating libraries, core value, management mode and method, image, etc. It is inferred that a positive organizational culture generally act as catalyst for the innovations (Sheng & Sun, 2007). The

42 traditional institutional and spiritual culture of profession generally acts as iron cage and inhibits the flexibility and creativity. ―Cultural inertia typically results in incremental innovations and only minor improvements to existing services‖ (Jantz,

2016, p. 129). From the review of literature it appears that status quo, beaurocratic control and hierarchical organizational culture impacts negatively in managing the innovation.

2.4.1.3. 2. Skills set and competencies.

As noted by Harris and Hannah (1996), architects of great skill are needed to address the information structure of the future; otherwise new structure might be imposed by default. Many library scholars and practitioners (Alire & Evans, 2010;

Atkinson, 2001; Fowler, 1998; Neal, 2006) have articulated the need for change and innovation suggesting that the libraries will be radically altered in the first decades of the new century that could be managed through carrying new skills set.

A range of dynamic new roles of professional librarians are emerging due to the rapid changing scenario of academic libraries (American Library Association,

2007). Digital library architect is a need of time. Library professional need to acquire skills to work with the digital architect in addition to the traditional skills (Jantz,

2017). The researcher further stressed on archiving, publishing and managing research data. ―In the digital world, we are interested in more than just the published article or book. The scholarly communication process generates models, research data, working papers, blogs, emails, and lab notes‖ (Jantz, 2017, p.8). It was further added that, ―all of these become materials to manage and disclose effectively to interested parties elsewhere. By developing new knowledge in how these resources are created and used, the librarian can leverage existing skills to preserve and provide access to these emerging new formats, thereby enriching the scholarly communications process‖

(Dempsey, as cited in Jantz, 2017, p.8). Researchers are pointing towards establishing a skill set for working in a digital and research environment (Palumbo, Jantz, & Lin,

2015). Hence, the innovations and new competencies would go hand in hand. Without upgrading the professionals‘ skills, innovations would look risky.

2.4.1.3. 3. Competent team.

Some researcher laid emphasis that indeed a leader needs to develop a good team for bringing innovations. For example, Yeh & Walter (2017) reported, ―We encourage an academic library to consider appointing a senior manager to oversee the resource allocation process, to create a team of movers and shakers, and to train employees to identify forward-thinking innovations‖ (p.802). Innovation is not compatible with an individuals‘ work alone, since it needs more of a team effort, where the individuals works together on different aspect of projects simultaneously for achieving common objectives. Therefore, the flow of information is also important between all the members in order to ensure a well connected and well communicated work environment (Scott & Bruce, 1994; Spender & Kessler, 1995).

2.4.1.3. 4.Knowledge Management within the libraries.

To offer new and innovative services to the user communities, libraries need to generate creative and implementable ideas based on their knowledge from direct customer contact. While KM is important for innovation in libraries, Islam et al.

(2015a) is the only study thus far that has proposed combining innovation and KM in the context of academic libraries through their KMSIL framework. Through their qualitative study, Islam et al. (2015a) found that for any change management or service innovation, being responsive to user needs and continuously gathering knowledge of those needs is important. This can be done through evaluation and

44 assessment, staff-patron interaction, and through outreach (either in person or using social media). Along with user interaction, library staff must also keep themselves informed of innovation possibilities.

However, even if the librarians know what the user wants, and can imagine the possibilities, they cannot move much ahead if they do not understand systematic and other barriers prevalent in the library. Service innovation requires knowledge of barriers that need to be overcome before leading to service innovation in libraries.

Overall, the study points to a positive relationship between KM and innovation in libraries.

Results of another study conducted by Koloniari, Vraimaki, Fassoul (2018) clearly indicates a positive relationship between the knowledge management and innovation in academic libraries. The researchers demonstrated that a visionary leadership facilitates the creation of new knowledge through fostering a culture of collaboration, trust, and learning, providing opportunities for taking initiatives, and creating the appropriate technological environment. With the help of affective knowledge management libraries develop innovative services by responding more quickly and effectively to their changing external environment.

2.4.1.3. 5. External factors.

Often some external factors create performance gaps or new opportunities.

Noordegraaf and Stewart (2000) recommended that more attention should be given to the environment in which the institution is lodged. Outside the university, there are external pressures that are creating environmental uncertainty that affect the university and the university library. These pressures originate, in part, from the political and economic environment and the emergence of for-profit firms that offer

45 competing services. The external environment of the 21st century is bringing an unstable scenario. The situation is more inclined towards radical innovations. Marcus and Webber (1989) suggested that most innovation stimuli originate from external jolts. The emergence of new knowledge, environmental turbulence, a new technology, and competitive threats are examples of external factors that open the path for the innovations.

2.4.1.3. 6. Behavioral Integration within the Top Management Team (TMT).

Jantz (2015) examined the determinants of organizational innovations in research libraries. In his study he provided the operational definition of the top management. The researcher stated that, ―the top management team (TMT) is the relatively small group of influential leaders and managers at the top of the organization… the TMT is defined as the university librarian and direct reports…. the phrases ―library leadership‖ and ―senior team‖ are considered synonymous with the

TMT concept‖. It was assumed in the research that behavioral integration among

TMT impacts positively. The researcher further stated that, ―In most organizations, decisions do not emanate unilaterally from the singular leader at the apex of the organization. Rather, leaders and managers—the top management team (TMT) are constantly communicating and making tradeoffs between meeting current needs and developing capabilities for the future‖ (Jantz, 2015, p.524).

Another researcher Hambrick (2007) stated that behavioral integration consisted of three important factors: 1) level of collaborative behavior; 2) quantity and quality of information exchange; and 3) emphasis on joint decision making.

According to him an integrated team can navigate the complexities of decision making more effectively. Damanpour and Gopalakrishnan (1998) reported that internal communication and a climate conducive to the dispersion of ideas across the

46 organization impacted positively to the innovation. Hence, the researches indicate that a strong behaviorally integrated top management team has a positive relationship with the innovations.

2.4.1.3.7. Budget.

The availability of budget positively affects the radical innovations. But the libraries often face the shortage of budget. According to Meier (2016), ―a new library service or department will rarely emerge fully formed, except when a library receives a multimillion-dollar grant. Instead, change arises from redefining staff over years. To make a grant funded project sustainable, senior library leaders must often shift their current, constrained resources or increase fund- raising efforts‖ (p.284). So, the economical pressure often leads to a low adoption of innovations in libraries.

2.5. Studies of Innovation in Asia

Voluminous literature on the topic of innovation gets published in developed countries. There are fewer studies on the theme of innovations in developing countries. However, professionals have started thinking on the changing scenario of the academic libraries. Some researchers and practitioners have reported various studies on ‗change management‘ and innovation in Asia as well.

Siddiqui (2003) expressed his views that the amount, diversity and speed of information available through state-of -the-art technological developments, have forced academic libraries to change the mode of library services and operations for the benefit of library users in Gulf countries.

Vasanthi (2005) wrote about the changing environment of academic libraries in India and listed scarcity of resources as a barrier. He concluded his study by saying,

―At the end of the 20th century, college and university libraries face enormous

47 challenges and opportunities. As campuses move into the information age, the mission and role of the library is being redefined. While, the amount of information libraries need to acquire to increase the resources available to do so are insufficient‖

(p.4). It is further stressed that the administrators need to assess the new requirements for the library. Malhan (2006) discussed the problems and challenges of change management in the university libraries in developing a corporate work culture. He threw light on the complexities of change management in the university libraries of

India and indicated that the university leadership, the library manager, and the professional staff play a pivotal role in bringing change in the university libraries. The researcher emphasized that because of globalization, growing competition in the higher education sector and external pressure of market forces - the universities are undergoing a change to stay current and competitive in their areas of operation. It was further explained that skilled library personnel are equally important in current information environment and increasingly changing the work requirement.

Sidorko (2007) in Hong Kong, highlighted the changing technological, economical, social, accountability and user expectation as the major pressures for adopting innovations as a sole solution for the survival of academic libraries and stressed the need for a strong leadership to overcome the situation. Sa‘ari, Jali and

Adenan (2013) identified the managerial competencies that lead to innovation in academic libraries of Malaysia. They identified leadership qualities as most required competencies and information technology, IT application, IT knowledge, IT infrastructure, deeds and good intention, justice, cooperation as important competencies for the adoption of innovation.

Khan and Milan (2015), in Bangladesh stressed on the importance of change management to overcome the all difficulties in an ever changing environment. He

48 further stated, ―Academic excellence cannot be achieved by ignoring the libraries and educational institutions. For this purpose, strategic vision and strong leadership is required to bring change‖ (p.174). It was further concluded that to fulfill the demands and requests of customers, the library professionals must seriously reflect the competencies related to the technology in the libraries. Amaratunge and Wijesundara

(2016) conducted a case study at USJP university library to explore the changing roles of academic libraries in Sri Lanka. The researcher also proposed that due to a rapid change in technology, the speed with which the volume of information increases and the changes in higher education, the university authorities need to invest more in the academic libraries.

A research conducted in Nigeria regarding the innovations in academic libraries pointed out some barriers in the local context and concluded, ―Academic libraries in Nigeria are faced with certain factors militating against their progress such as inadequate funding, poor infrastructural facilities, lack of ICT skills, etc., which posed problems to the advancement of these libraries.‖ It was further addressed that adoption of certain strategies to cope with these major factors are the need of time

(Basahuwa, 2017, p.7).

Pakistan

The literature in Pakistan is mostly available on the changing scenario of librarianship, adoption of ICTs‘, needed competencies, and the need of leadership in the profession. However, literature on innovation is scarcely available. Some researchers worked on continuing professional development, continuing education needs and on the most wanted competencies for library professionals. Mahmood

(2002) also threw light on the changing scenario of academic libraries in Pakistan. He identified the needed competencies for future academic librarians and pointed out the

49 leadership skill as a most desirable required competency among various managerial competencies. The study addressed the leadership skills under the domain of management competencies. Another work by Bokhari (2004) described the leadership and commented on the leadership crises in the university libraries of Pakistan.

The researchers have highlighted multiple challenges of Pakistani librarianship. Ameen (2006) worked in the library leadership area and explored the challenges of preparing library leadership. The aim of this study was to raise awareness among all library professionals in this regard. The researcher discussed for the improvement of libraries and stated that adoption towards change is required for the existence of library. The findings of this study reported, ―The emerging social, professional and technological scenario in the country requires information professionals with leadership qualities, to foresee and create the future by timely planning and not become the victim of unforeseen changes (p.186)‖.

In another study, Ameen (2011) threw light on major challenges and opportunities in changing scenario of librarianship. She argued, ―Libraries in developing countries are being signiﬁcantly affected by the ongoing ICT developments from basic infrastructure to collections to services to needed human resources. All quarters of the community need vision and preparedness to turn challenges into opportunities and instead of being chaotic make change that is productive for society and themselves‖ (p.171). She further stressed the importance of bringing innovations in these words, ―libraries may further lose their already neglected status unless they devise better offerings for their communities than mere

[being] collectors and organizers of information resources‖ (p.174).

Arif and Mahmood ( 2012) conducted a study on the adoption of Web 2.0 technologies in Pakistani librarianship. The aim of the study was to create awareness

50 among LIS professionals toward the use of advanced technology in their professional environment. Shan and Shaheen (2013) examined the responses of library leaders towards change management in Islamabad and Rawalpindi university libraries. They reported that ―change in Islamabad and Rawalpindi academic libraries is occurring more quickly because the acclimatization of new information technologies is much higher as compared to any other type of libraries. In these libraries change not only include the information technology, resources and services, culture and values but also strategic planning, decision making, translating vision into achievable targets‖

(p.1). Ramazan (2014) investigated the relationship of the ICT‘s by considering it as an important innovation and attitudes of library professionals. The researcher identified the factors predictive of information technology (IT) application in libraries including the librarians' level of technological knowledge and librarians' utilization.

He reported that most of the library professionals were still not equipped to use the

ICT‘s in libraries.

2.6. Summary

The literature review establishes that innovation management has received considerable attention of researchers. There is a dearth of literature that focuses particularly on the innovations in the developing countries. Furthermore, no detailed study has been conducted to explore the scenario and issues of innovations and change management in Pakistan. Important factors in adoption of innovations are also an unexplored area. Therefore, this study was designed to assess the status of innovations in university libraries of Pakistan and bridge this gap in literature. The study explains the management strategies, new projects, supporting factors, barriers and future roles of professionals in academic libraries. Chapter 3 gives a detailed account of the research design and methodology used in this research study.

CHAPTER 3

METHODOLOGY

The chapter presents details of the research methodology used for conducting the study. This includes the worldview, method, case selection, tools, analysis procedure, ethical concerns and validity and reliability procedures for the study.

3.1. Worldview/ Paradigm/ Perspectives

It is important to decide the study‘s philosophical positioning, as it will help in deciding methods for the study. Some researchers named it ‗paradigm‘ (Schwandt,

2000; Pickard, 2007). While, Creswell (2009) called it ‗worldview‘. Paradigm is a set of beliefs that guides the study. Pickard (2007) says it is a collection of all beliefs, values and techniques that guide research. Many researchers identified and discussed different paradigms at different times. Paradigm describes views of its community, the nature of reality and researcher‘s position in it (Guba & Lincoln, 1994). To choose the paradigm for the present study researcher used Creswell‘s (2009) classification of paradigms. He classified them into four worldviews i.e. postpositivism, constructivism, advocacy/ participatory and pragmatism.

The pragmatic worldview is philosophically based on mixed method studies; researcher intends to apply all approaches to understand the situation (Creswell,

2009). These researchers need to identify the reason to mix quantitative and qualitative data and use a best mix of techniques to understand the phenomenon. The researchers (Sen, 2013) who adopted pragmatic view of research believed that some facts can be proved or measured but people perceptions can vary from person to person, so here believed in multiple realities. The shifts between theory and research completely align with pragmatic research approach. The present study objectives are

52 closely aligned with pragmatic worldview, the following paragraphs will provide the reasons and justification of the chosen paradigm.

The approach is adopted because it was essential to measure the actual status of innovation in university libraries. To date, the actual status of libraries was not measured. However, it was felt at the same time that the library leaders‘ perceptions about the phenomena can better explain the ground realities and the perceptions can vary from person to person, so here it was believed in multiple realities. Hence, the pragmatic approach is considered best suitable worldview for this study.

3.2. Research Design

‗Research design‘ also referred to an arrangement of research strategies from the basic philosophical position to the point by point research technique being used for a study (Creswell, 2009; Birks & Mills, 2011). Research strategies are chiefly delegated quantitative, qualitative and mixed method. The objectives and research questions of this study needed both quantitative and qualitative examination. Hence, mixed method (pragmatism) was more suitable to get a holistic picture of the phenomena in the local context.

3.2.1. Explanatory Design

According to Creswell (2009), there are four main types of mixed method designs: Triangulation, Embedded, Explanatory and Exploratory. The explanatory design is appropriate for a study where the researcher needs qualitative data to explain some significant/ non-significant results obtained from the results of first quantitative stage (Morse, 1991). The explanatory design was followed for the study because the phenomena needed a thorough explanation by collecting data regarding an overall

scenario of innovations in the university libraries, and on the basis of its results, cases

were drawn for a further in-depth explanation.

quan quan QUAL Case QUAL data QUAL quan QUAL Interpretation data data selection+ data results collection results Quan + QUAL collection analysis follow-up analysis

Figure 3.1 Explanatory Sequential Design, (Qual emphasized),

(Creswell & Clark, 2007)

3.3. First Phase, (quan): Examining the Status of Innovation through Websites

Review and Cases Selection

To examine the first research question and to draw the cases for follow-up,

websites of university libraries were reviewed using a list of 40 innovations proposed

by Jantz (2013), which were tested at the Association of Research libraries (ARL).

Jantz prepared a list of 40 innovations for his doctoral dissertation ―Incremental and

radical innovations in research libraries: An exploratory examination regarding the

effects of ambidexterity, organizational structure, leadership and contextual factors‖.

Ronald C. Jantz has served Rutgers University Libraries in multiple roles as Social

Science Data Librarian, Digital Library Architect, and Analytics Librarian. He has

conducted a good number of researches on various dimensions on academic libraries

and innovations from 2012 to 2018. His research focuses on organization change and

innovation and has resulted in a book based on his dissertation, Managing Creativity:

The Innovative Research Library.

He examined the hundred plus Association of Research Library websites to

search for innovations. He did a thorough review of literature dealing with innovation.

He also interacted with many librarians in those organizations who reported on

innovations in their organizations. The list has been already tested and validated.

From the thorough literature search, this list was the single comprehensive list till

January 2016. Instrument and data collection for this study was scheduled till 2016.

The list was used as a yard stick for reviewing the availability/unavailability of those innovations in libraries.

The information regarding the libraries in most of the websites of universities varied a lot in terms of format and placement. It was found on different locations of website of the universities such as on the ‗home page‘, under ‗services‘, ‗resources‘,

‗facilities‘, ‗life at campus‘ etc. Hence, information of each library was identified and noted after extensive time and efforts. In case of any ambiguity, a correspondence with the relevant librarian of that university was made over the telephone.

3.3.1. Population and sample for website review

All universities and degree awarding institutes (N=183) in public and private sector recognized by the HEC were included for their website scanning. In other words, 100% of the sample was examined. At the time of data collection, it was assumed that information on websites would reveal the innovations indications. The innovations mentioned in the list (Jantz, 2013), was used as a yardstick are rarely found in the websites of universities. Most of the listed innovations were found to be of a high level in the initial review, some were not available even in the developed countries. Hence, it was decided to exclude seventeen innovations from (appendix -

G). These indicators were not considered for further existence analysis. The remaining twenty-three items were used for determining the status of innovations at the first step.

Innovations drawn from list for the comparison:

 Creation of an institutional repository to contain the research output.

 Provision of mobile access to the online catalog.

 Mapping application for OPAC to provide directional information.

 Liaison with student & instructor in course management system.

 Service to digitize and provide online access to course catalogs.

 Providing personal library and service to freshman.

 Device for self-check-in/out.

 Use of RSS feeds etc. to provide library news/event descriptions to library

users.

 Live chat and instant messaging for reference service.

 Mapping application in OPAC to provide directional information.

 Lending service (laptops, netbooks, iPADs, etc).

 Sharing of technology platform (OPAC) with other library.

 Bibliographic instruction course in the class room or online.

 Collaboration with another library to share collection development.

 Service for submission, access and preservation of ETDs.

 Mobile services to access information about the library.

 Digitization and access to university yearbooks.

 Reconfiguration of physical space and redesigned services to provide

information commons.

 Wi-Fi service to the local community.

 Coffee bar/restaurant/ café in the library.

 Provision of federated searching across the library OPAC.

 Collaboration with other library for collection development.

 Provision of a service to inexpensively print, bind and trim from digital book.

3.3.2. Data analysis of first phase

The data of university libraries was analyzed region wise. In this way an area wise comparison of the status of innovations was also possible. The total number of similar innovations available on the website of each university were counted and recorded. A list of university library with less than two or zero similar innovations and another list showing the number of available innovations were prepared. From these two lists, an overall status of innovations in university libraries emerged. As a product of the first stage, cases were picked out purposively for the second qualitative phase for further investigation.

The detailed findings of website review have been discussed in Chapter 4.

However, a brief snapshot to draw the cases for further exploration is mentioned here.

Considering the status of Pakistan as a developing country, the benchmark to rank a library as ‗innovative‘ was the occurrences of minimum 3 innovations. The university libraries containing even a few of the listed innovations were calculated with the innovative category and the ones that have less than two matching were drawn as traditional or non-innovative libraries sample. Although for picking the sample, libraries with zero innovation were drawn for the second phase. However, any innovation not matching with the listed innovations was noted separately.

3.4 Second phase: Qualitative

A qualitative outline allows the researcher to gather in-depth and rich information in light of the ground substances (Gorman, 2005). The qualitative research strategy is driven by the social constructivism approach. It is a means for inquisition and comprehension that people assign to a social or human issue

(Creswell, 2009, p. 4). Researchers utilizing the qualitative approach have diverse strategies available to them to gather and examine information. They are qualitatively

57 occupied with their exercises to achieve a complete comprehension of members involved in the selected field (Silverman & Marvasti, 2008).

The qualitative design based on multiple cases, to gather and examine the information from the natural setting of university libraries was adopted to take the words of library leaders for explanation of the subject under study.

3.4.1. Selection of Extreme Cases Sample for the Qualitative Phase

Stake (2005) mentioned that various cases can be concentrated together to examine the phenomena, when a single case is not adequate to interpret the truth. A number of case studies recommend to investigate contrasts or similarities within, and among cases. The objective is to replicate the findings crosswise over cases. Hence, to choose extreme cases (purposive sampling strategy) was adopted from the population in two groups: (1) Ten libraries with more than three innovation, marked as innovative libraries (2) Ten libraries with no signs of innovation according to the checklist, marked as traditional libraries. To keep the study manageable in term of time, cost and accessibility of respondents, the cases from the Punjab region and the federal capital, Islamabad, were drawn for the Qualitative (QUAL) phase. There were a good number of all types of universities in this area to represent the phenomena.

Table 3.1

Sample Cases from Various Regions

Traditional Innovative Region Total cases Libraries Libraries Islamabad 1 3 4 (Federal capital) Lahore 3 7 10 (Provincial capital) Multan 1 0 1 Gujrat 1 0 1 Gujranwala 1 0 1 Faisalabad 1 0 1 Sargodha 1 0 1 Sialkot 1 0 1

Total cases (N=20) is representative of above regions of Pakistan and are above 18% of the total sample cases of Islamabad and Punjab province. Hence, the sample cases are considered sufficient to get the enough data from the field. For observation, real settings of 20 libraries were the subject of the study and for conducting the qualitative interviews, the library leaders‘ of the selected libraries were selected as the participants of study.

Phase Procedure Product  Websites Review (N =  Numeric data Quantitative Data 183)  Graphs & Tables Collection  Sum of availability/non-  Descriptive statistics availability of innovations

 Sum and percentages Quantitative Data  Purposefully selecting Analysis universities based on status of innovations

 (n = 10) innovative libraries

 (n = 10) traditional Case Selection + libraries  Cases (N = 20) status of N = (10+10 =20)  Interview guide Innovation  Individual in depth  Semi structure semi- structured face to observation face interview from

library leaders

 Observation of physical Qualitative Data environment Collection  Coding and thematic  Text data (interview, analysis transcripts, artifact

description)

 Cross thematic analysis Qualitative Data  Manual analysis  Codes and themes Analysis  Interpretation and  Similar and different explanation of the themes and categories quantitative and qualitative results .

Integration of the Quantitative and Qualitative Results  Discussion  Implication  Future Research

Figure 3.2 Explanatory Design of the Study

3.4.2. Data Collection from the Field

For examining the research questions 2 to 7, the data from the field was collected through observation and a series of interviews from the library leaders of the selected cases.

3.4.2.1. Observation.

According to Thomas (2013), ―observation is one of the most important ways of collecting data in social research‖ (p.249). For getting answer to the second research question, examining the innovations in the physical environment of the university libraries was done by taking the position of the observer-as-the participant.

In this position, the researcher recorded the status of innovations in the physical environment of the chosen libraries and asked from the library heads if something needed explanation. The observation was conducted before and at the end of each interview and data was recorded on the observation sheet. An observation guide comprising the following points regarding the existing/missing facilities in physical environment was prepared.

Table 3.2

Observation Guide

Physical features Library spaces encompassing a technology enabled environment Area allocated for the terminals for digital collection Access of library material from outside (through website) Separate area for faculty and researchers Space/section for social or group discussion An overall condition and arrangement of the interior including furniture/fixture, lighting, provision of sockets etc. Any modification in public service and technical area during last five years (by asking the library staff if the change is not visible) Availability of listed and indigenous innovation in physical environment (cross- checking with information listed on website) Any other special observation/feature of physical environment

3.4.2.2. The Interviews

The purpose of in-depth interviewing is to understand the real experiences of other individuals and the significance they attribute to those experiences. ―Being interested in others is the key to some of the basic assumptions underlying interview technique. It demands that our actions as interviewers indicate that others‘ stories are important‖ (Seidman, 2013, p.34).

Semi-structured interviews were conducted for investigating the perceptions of library leaders on innovations. In the semi-structured data collection method, even nods, smile and any expression are also being included. Similarly more or different questions could be put forward for an understanding and exploration of the main point

(Thomas, 2011). Hence, the researcher used this technique to obtain the detailed views of leaders in their own context and words.

3.4.2.2.1. Development of interview schedule.

An interview guide with main points was developed to conduct the interviews.

A guide facilitates the researcher for discussing the issues according to the varying situation. It provided opportunity to be flexible during each interview, allowing the respondents to speak their minds while providing the responses. A study ―Innovation in academic libraries: An analysis of university librarians' perspectives‖ conducted by

Jantz (2012) is adapted as a base study. Few concepts from his study are adapted.

Accordingly, interview protocol for the second phase was adapted to address the perceptions of academic library leaders by picking only 14 main points relevant to the local settings and was refined after expert review. Necessary changes were made to simplify the language and structure of the interview protocol to make it understandable by the library leaders of Pakistan. A prior permission was taken from

62 the researcher in February, 2016 to use his research instruments. It was pre tested before the interviews were actually conducted.

3.4.2.2.2. Expert Review.

Interview guide was sent through email to a panel of experts for review. The experts suggested a few changes in the interview schedule; most of which were related to converting the pointers in simple English.

3.4.2.2.3. Pilot interviews.

Interview guide approved by a panel of experts was then pre-tested on a participant of Lahore based university. The pilot interview was conducted with the library leader who did not participate in the actual research. The interview was conducted in a comfortable environment. The pre-testing supported in refining the style and its recording process. The interview guide consisted of open-ended questions to ensure reliability of replies of respondents.

3.4.2.2.4. Interview requests.

Invitations were sent by mail to get their consent for interviews (Appendix-

AII). All library leaders (N=20) ‗agreed‘ to take part in the study. A follow-up e- mails exchange made it possible to set a time and date. Interviews were conducted face-to-face in natural settings of the libraries.

3.4.2.2.5. Interview process.

The interviewees were solicited to give a story of recent innovation(s) they experienced and all members of them gave their perspectives openly on innovation inside their library. The whole interview was audio recorded, and followed by verbatim transcription in English.

3.4.3. Data Analysis (QUAL)

Thematic analysis method of analysis is most commonly used in qualitative research due to its flexibility and usefulness. ―Thematic analysis is a method for identifying, analyzing and reporting patterns (themes) within data‖ (Braun & Clarke,

2006, p.79). The present study used this approach for data analysis as it enables the researcher to find out meanings of realities, experiences, events and so on (Braun &

Clarke, 2006).

Sub-themes

Themes

Importance Concept about Elements/features innovation Main

Concept

______Management Management

style/Philosophy

Strategies/Policies Supporting and Innovative Projects stimulating

factors, Perceptions

regarding innovation

management Issues

Professional roles and future of academic

libraries

Figure 3.3: Data Collection framework based on RQs. & Interview guides’ points

For the analysis of interviews, sub-themes and codes under a main concept

―Perceptions regarding innovations ‖ were generated manually by considering research questions and going through the transcripts of all 20 interviews. 5 Main themes were determined from the research questions and sub-themes were emerged from the interview guide. The codes were obtained from transcripts of interviews. The data was analyzed manually because the twenty cases were manageable to work with in a personal computer.

3.5 Ethical Consideration and Approval

The ethics of conducting research interviews were followed and participants were provided the opportunity to speak their mind. The research participants were given space for getting openness in interviews and maintaining the confidentiality.

Before the interview, a telephonic call was made to brief them about the aim of the study, reason for the interviewees‘ selection and how the anonymity maintained. The participant information sheet along with the consent form was emailed or couriered before conducting interview and participants were requested to sign the consent form

(Appendix AI).

Another fundamental concern was to keep up secrecy as far as possible in the write up while giving a reliable account of opinions. The names were changed to pseudonyms, for those members and organizations. Moreover, any quotes included from interviews were sent to the member, to review and withdraw all or a portion of their quote.

Keeping in mind the end goal to control and provide secure generated data access, the transcripts and sound recordings were stored only on the personal computer of the researcher with controlled access. Name of the institutions were not declared. A number was allocated to every participated case and no identity of the

66 institution/library/ professional is disclosed in the analysis, result and discussion portion of the study.

3.6. Reliability and Trustworthiness

In the qualitative/subjective research, Lincoln and Guba (1989, p. 300) utilize

―trustworthiness, in subjective research which nearly compares to the idea of

"dependability" in quantitative research‖. The researcher further emphasized to promote underscore request review as one measure which may improve the constancy of subjective look into the phenomena (Lincoln & Guba, 1989).

Hence, for handling the trustworthiness issue, the final transcription of interview and observation sheet was sent back to the respective library leaders with the freedom to correct, delete or add something if something was found to have been misinterpreted. Almost, all interviewees agreed with the transcription and notes of the observations. Only some minor changes were made in a few files.

CHAPTER 4

FINDINGS

4.1. Introduction

This chapter provides findings of both phases. First quantitative content analysis phase aims to present overall status of innovations and to draw the sample for second phase. The second phase is more qualitative in nature. The section one of the chapter presents findings of website review, section two presents‘ findings regarding innovations in physical environment and section three reports the perceptions of library leaders of the selected cases. At the end of each section, a summary of findings is provided.

4.1.1 Background of Education System

Before reporting the main findings, the background of education system of

Pakistan is worth mentioning to form an understanding of the context. Pakistan is a developing country and same is the situation of libraries here. According to the latest available statistics of the World Bank (2013) the ratio of the budget on education was

2.49 % of GDP. Universities offer classes from grades 13 to 16 for a bachelor‘s degree and grade 17/18 classes for MS/M. Phil degree. There are total 183 universities in both public as well as the private sector (HEC, 2015). Out of 183 universities, 114 (62.5%) fall in the public sector and 69 (37.5%) universities in the private. The Higher Education Commission (2016) reported that the total enrollment in all the universities reached to 129, 5178.

Universities

38% Public sector Private sector 62%

Figure 4.1: Ratio of universities in public and private sector

Universities in Pakistan offer different degrees and programmes. Some of the universities are renowned and well established than others. Similarly, student enrollment varies in number also. All the universities regardless of status, enrollment, budget and standard of education are under the direct supervision of Higher Education

Commission (HEC) of Pakistan.

HEC is an independent, autonomous and constitutionally established institution for principal funding, regulating and accrediting matters pertaining to the higher education in Pakistan. The universities of Pakistan draw their budget from the government through HEC and also generate income from other sources, such as students‘ fees and occasional private donations. Under new and revised reforms, the

HEC is made responsible for formulating higher education policy and quality assurance to meet the international standards, providing accreditation to academic degrees, developing new institutions and uplifting existing ones. It facilitates the improvement of the infrastructure of university libraries for the promotion of the

69 research culture. It is providing funds for the uplift of libraries. No university and degree programme can get accreditation from HEC without establishing a library first.

In addition to HEC, after amendment two provinces established provincial level HEC also. In Punjab PHEC is working at provincial level.

As the status of universities varies, so do the libraries with respect to size, number of library staff, organizational structure, condition and level of services. It was generally observed that better parent organization culture is positively related to a better library culture and universities with better infrastructure had better libraries also.

4.2. Phase. 1: quantitative content analysis

4.2.1. Section.1: Website Review.

This phase provided the data drawn from the websites of all universities and reported the findings of first question of study related to exploring the status of innovation in the university libraries of Pakistan. The purpose of websites review was twofold: checking the current status of innovations in university libraries against the checklist of 23 innovations determining the innovations and to draw the cases for the follow-up explanation.

4.2.2 List of HEC Recognized Universities.

For getting a list of universities and degree awarding institutes, HEC website was checked in July, 2016, which showed 183 universities/ DAI. It was appeared that twenty-five public and eight private universities/degree awarding institutes are chartered under the federal Government of Pakistan while the remaining one hundred and fifty universities/DAI are chartered under their respective provincial governments.

Universities in various regions in Pakistan

70 58 60 55 50 40 34 30 21 20 8 10 7 0

AJK Sindh KPK Punjab Islamabad Baluchstan

Figure 4.2: Number of universities/DAI in Pakistan

It is shown in figure 4.2, the largest number of universities (fifty-eight) are situated in Punjab. Sindh is at number two. Khyber Pakhtunkhwa (KPK) has thirty- four, Baluchistan and Azad Jammu Kashmir has a lesser number of public and private sector universities. Number of universities in federal city Islamabad is twenty-one.

The ratio of universities/ DAI in Punjab, Sindh and in the capital city Islamabad is larger because these are comparatively developed regions than the other provinces.

Most of the universities chartered under the Government of Pakistan are situated in

Islamabad, Punjab, and Sindh.

4.2.3. Website Review of University Libraries

After getting a general geographic/demographic description of the higher education system and a scrutiny of list available on HEC website, the website of their libraries were reviewed to get better understanding of the present situation of innovation.

4.2.3.1. Federal Capital city, Islamabad.

Islamabad is the capital of Pakistan. It has a land area of 906sq. km. with an estimated population of about 805,235 and has very important buildings such as the

Civil Secretariat, Pakistan House, President House, National Assembly Building and

Grand National Mosque (Britanica-Pakistan, 2016).

Total number of universities in Islamabad is twenty-one: fifteen in the public and six in the private sector. All the twenty-one libraries are chartered under the

Government of Pakistan and recognized by the HEC.

Table 4.1

Innovations found in university libraries of Islamabad

Public Private Number of innovation matched with the list Total Percentage sector Sector 0 5 5 10 47% 1 1 0 1 9% 2 4 0 4 19% 4 1 1 2 14% 6 1 1 2 5% 7 1 0 1 5% 8 0 1 1 5% Total 15 6 21 100% It appeared from the table 4.1 that only one private sector university has eight innovations while one public university website showed seven innovations. Fifteen libraries had less than three innovations. Moreover, five public and five private sector universities did not had any on the listed innovations. As per the operational definition, libraries possessing zero to two innovations were ranked traditional and more than three were ranked innovative. Out of total 21, only 6 libraries emerged as innovative and remaining 15 libraries were ranked as traditional.

4.2.3.2. Punjab province.

Punjab is the most populous province. It has the oldest and well reputed universities. A total number of universities excluding Islamabad are 58, which shows a largest number as compared to other provinces. Important universities like,

University of the Punjab, University of the Engineering and Technology and LUMS are located in Punjab province. Punjab is famous for the other colleges, museums, libraries, and historical places too (Britanica-Pakistan, 2016).

Table 4.2

Universities in Punjab

Universities in Punjab Public Private Total

Chartered under Govt. of Pakistan 05 01 06

Chartered under Punjab province 29 23 52

Total 34 24 58 As shown in Table 4.2, the total number of universities under federal & provincial government is 58 (39%) of the total 183 universities in country. A large majority was chartered under Government of Punjab and only 6 were chartered under the federal government of Pakistan. Punjab was appeared at number one position with respect of number of academic institutions‘ and universities as it was a large and developed province of the country. Findings of innovations are stated in table 4.3.

Table 4.3 Innovation in university libraries of Punjab Number of innovation matched with Public Private Total Percentage list 0 22 22 44 76% 1 0 1 1 1.72% 2 1 1 2 5.2% 3 1 1 1 5.2% 5 1 0 1 3.4% 6 1 1 2 5.2% 8 1 1 2 5.2% 7 1 1 2 3.4% 10 0 1 1 1.72% 11 1 0 1 1.72% 14 0 1 1 1.72% Total 28 30 58 100% It is inferred from the statistics of table 4.3 that a large majority (83%) of the university libraries had no innovations according to the list and marked as traditional setup libraries (TL). Only 11 out of 58 libraries possessed three to fourteen innovations and marked as innovative libraries (IL). Only one private sector university had as many as fourteen innovations matching to the listed ones and possessed highest number of innovations.

4.2.3.3. Sindh.

Sindh is the province of southeastern Pakistan. It also has a number of educational institutions of good repute. The province is also blessed with a better economic and socio-cultural status. Karachi is its provincial capital with a very good status of educational institutions. It had 55 university libraries and at number two position with respect of number of academic institutions‘ and universities. Findings of status of innovations are stated in table 4.4.

Table 4.4

Innovation in university libraries of Sindh

Number of Public Private Total Percentage Innovations 0 17 28 45 82% 2 1 0 1 1.7% 3 2 0 2 3.5% 5 1 1 2 3.5% 6 2 1 3 5.3% 14 1 1 2 3.5% Total 24 31 55 100% In Sindh, again 45 university libraries out of 55 did not have any listed innovations. One library has only two innovations. As shown in Table 4.4, a large majority (83%) of the libraries was on traditional status without having a sign of innovation. Only 17 % of the libraries had three to 14 innovations. Although, Sindh is a well populated and have a better infrastructure of institutions like the Punjab, but status of innovations was not found much appealing.

4.2.3.4. Khyber Pakhtunkhwa (KPK).

The provincial capital of KPK is Peshawar. The area of the province is 74,521 square km; the federally administered tribal areas comprise 10,509 27,220 square km.

The population of the province is, 21,392,000 and that of the federally administered tribal areas is 3,621,00 (Britanica - Pakistan,2016). Educational progress in the province has been quite slow, and the literacy rate of the total population is lower than that of the rest of Pakistan (Annual status of education, 2014).

Table 4.5

Innovation in university libraries of KPK

Number of Public Private Total Percentage Innovations

0 21 9 30 88%

2 2 0 2 6%

6 1 1 2 6%

Total 24 10 34 100%

The total number of universities in the public and private sectors is thirty-four.

Again, a large majority of libraries do not have any of the listed of innovations. As per the benchmark, only two of them having 6 innovations are considered innovative. It shows that the numbers of universities are much less as compared to Punjab and

Sindh and state of libraries is also not good.

4.2.3.5. Baluchistan.

It is the most politically and economically troubled province with the largest land and thin population. Baluchistan is the westernmost province of Pakistan. The area of Baluchistan is134,051 square miles and its estimated population is 7,450,000

(Britanica-Pakistan ,2016). Quetta city is its provincial capital. The literacy rate in this province is also lower than the rest of the country. There are only eight universities in

Baluchistan.

Table 4.6

Innovation in university libraries of Baluchistan

Number of Public Private Total Percentage (%) Innovations 0 6 1 7 87%

4 1 0 1 13%

Total 7 1 8 100%

The statistics drawn from the website review shows that a large majority of the university libraries (87%) still have a traditional setup and have not adopted any innovation. It was also inferred that the state of university libraries in this province is poorer than those of Punjab and Sindh and is almost similar to KPK.

4.2.3.6. Azad Jammu Kashmir (AJK).

―Azad Kashmir, the Pakistani-administered sector of the Kashmir region situated in the northwestern part of the Indian subcontinent came under the Pakistani administration in 1947 after the partition of India. It is neither a province nor an agency of Pakistan but has a government of its own and is regarded by Pakistan as

―independent territory,‖ even though it is economically and administratively protected by Pakistan. The total area of Azad Kashmir (free) is approximately 650 square miles and consists of an arc of territory bordering the Indian state of Jammu and Kashmir in the east. The administration of Azad Kashmir is overseen by Pakistan‘s Ministry of

Kashmir Affairs and its headquartered is in Muzaffarabad. Mirpur is its major town in the southern part of the territory (Britanica- Pakistan, 2016).

Table 4.7

Innovation in university libraries of Azad Jammu Kashmir

Number of Innovations Public Private Total Percentage

0 5 2 7 100%

Total 7 100%

All seven public/private sector universities In AJK did have any of the listed innovations. Hence, it depicted a poor infrastructure of the educational institutes of this region.

4.3. Summary and Concluding Remarks

The findings provide a backdrop for further investigations. The review highlights the existing situation of the university libraries in Islamabad, Punjab,

Sindh, KPK, Baluchistan and AJK.

Table 4.8

A comparison of the status of innovations among the university libraries of the different geographic Units

Islamab Pakistan Punjab Sindh KPK Baluchista AJK Number d -total n (Numbe (Numbe (Numbe (Numbe Of (Number (Number r of r of r of (Number r of innovation of of libraries libraries libraries of libraries libraries s libraries libraries & %) & %) & %) & %) & %) & %) & %))

10 7 143 0 44(76%) 45(82%) 30(88%) 7 (87%) (47%) (100%) (78%)

1-2 5 (24%) 3(6%) 1(2%) 2(6%) 0(0% ) 0 11(6%)

3-14 6 (28%) 11(18%) 9(16%) 2(6%) 1(13%) 0 29(16%)

The data in Table 4.8 clearly shows that the number of innovations is better in the Federal capital Islamabad than other provinces and regions of Pakistan.

Percentage ratio of innovative libraries is very small as compared to traditional type of libraries. A large majority of libraries had the traditional style libraries with no listed innovations. Almost 78% to 84% of libraries of the university libraries show a disappointing status with either 1-2 or zero listed innovations.

University Libraries showing no innovation

AJK

Baluchistan

KPK

Sindh

Punjab

Islamabad

0% 20% 40% 60% 80% 100% 120%

Figure. 4.3: Situation of university libraries with traditional setup among various regions of Pakistan Only 16 % of the university libraries all over Pakistan are in a better position by merely adopting three to fourteen listed kinds of innovations. These 29 libraries all over the country have a relatively satisfactory status and seem to be headed towards adopting latest trends in keeping with the needs of the time, while the other university libraries of this country are lagging far behind in the matter.

4.3.1. Common Innovations: in innovative libraries

Innovative type of libraries have adopted innovations like provision of open

Wi- Fi, submission of thesis in electronic repositories, access of online catalog, mobile access to the library website and reconfiguration of the physical spaces to provide information/resource/ learning commons.

Least common innovative services were the bibliographic instruction course in the class room or online, lending of laptops, netbooks, iPADs, etc, an inside cafetaria and availability of self-check-in/out device.

4.3.2. Common Innovations: in traditional libraries

Nevertheless, considering the definition of innovation, in local context some other initiatives might be ranked as innovative which are not innovations as ‗per se‘.

Some of these things/ideas were introduced in the university libraries of Pakistan for the first time at some period during the last decade, although the developed countries had acquired these things/ideas much earlier. Website analysis showed that all public and private sector university libraries have access of digital databases of e- journals and books through HEC. This can be considered an innovation for these university libraries because it got available in 2004 by HEC through INPEC programme.

Furthermore, most of the university libraries have automated their operations. Some of them have adopted Library Information Management system (LIMs), Multiligual

Library Information Management System (MLIMs), KOHA and VIRTUA for managing the library. Libraries are introducing modern E-Document Delivery. A few libraries have established separate section and service for the persons with visual impairment. These developments shows a journey towards adopting signs of innovations although the pace of adopting innovations in Pakistan is not fast enough to meet the challenges of the 21st century.

It appeared from the analysis of websites that the situation needs further exploration according to research design, based on the findings. As an outcome of findings, ten innovative and ten traditional libraries were drawn from the Islamabad and various cities of Punjab province for a review of physical environment by researcher‘s personal visits.

SECTION II

4.4. Phase II. Qualitative data: Observation

The section will address the answer of the second question of the study that aims to depict the innovation status in physical environment and available services to corroborate the findings of previous section and to build more evidences regarding physical environment for further explanation from the respective library leaders. The formation of this section starts with 10 cases with better innovation status and next 10 cases with traditional setup. Each case reports a general background of university and its library, description of sections/spaces, innovative services, indigenous services and ends with concluding remarks about it.

The physical environment of a library includes all those physical elements in a library which provides comfort and ease to the users. It includes lighting, color, acoustics, and furniture, space designing and its division, and availability of all relevant fixtures necessary for the use of technology (Mohanty, 2002). To examine the second question of the study, background, services, and physical environment of selected cases was examined. Analysis of 10 cases with better innovations and 10 from traditional set ups has been reported as below:

4.4.1. Innovative Libraries (IL):

Case IL. 1

The case one was the most innovative university library of the Punjab province in private sector, located in the capital city Lahore. The physical building of this university was elegant and constructed in 1986. The schools of various disciplines have been established in separate units of the building. Cafeteria, playgrounds, very comfortable in house hostel facilities was also available. Almost all the building units

81 were air conditioned. Its purpose built library was very spacious and it had 250,000 print books and 150,000 electronic books at the time this data was collected. It provided access to more than 35,000 online journals through HEC as well subscribed independently.

The library had separate sections to meet the users‘ needs such as an area for leisure, reading, silence zones, faculty/ scholars rooms, information common areas, periodical sections, technical sections, discussion rooms, and multimedia rooms etc.

Library has adopted a technology enabled environment and separate well designed terminals were allocated for digital collection. Separate section for faculty use was available. Cabins were available for group work. Furniture and fixtures was very comfortable and properly placed. Electrification, plugs, lighting facility was according to the need of time. Electric sockets and chargers were also available to charge the phones, tablets and laptops. Public service area was situated in an immediate access of users.

Following 14 innovative services were found in the library which are further analyzed and classified:

Table 4.9

Case IL.1.Innovations found and categorized by type/attribute

Classification Sr. Innovation Incremental/ Technological/ No Radical Administrative 1 Lending service (laptops, netbooks, iPADs, etc) Radical Technological 2 Provision of a service to inexpensively print, bind and Incremental Technological trim from digital book

3 Mobile services to access information about the library Incremental Technological

4 Device and associated service to allow students and Radical Technological faculty to check out their own books 5 Service for submission, access and preservation of ETDs Incremental Technological 6 Live chat and instant messaging for reference service Incremental Technological 7 Creation of an institutional repository to contain the Radical Technological research output 8 Digital exhibits for special collections/unique materials Incremental Technological owned by the library 9 Reconfiguration of physical space and redesigned services Incremental Administrative to provide information commons 10 Service to digitize and provide online access to course Incremental Technological catalogs 11 Provision of a platforms to support multimedia creation Radical Technological and publication for faculty & students 12 Providing personal librarian service to freshman Incremental Administrative 13 Wi-Fi service to the local community Radical Technological 14 Provision of mobile access to the library website Incremental Technological

As per the types and attribute, nine innovations out of fourteen were found incremental by pace. However, out of fourteen innovations, thirteen were related to adoption of technology. Considering the definition of innovation in local context some other initiatives might be ranked as innovative. Following indigenous innovations were observed:

 Selective Dissemination of Information (SDI)

 Virtual Private Network (VPN)

 CD ROMs, workstations, searching assistance, instructional support, external

membership service, electronic document delivery, and inter library loans.

Overall atmosphere and environment of the library was serene and comfortable. The size of the library was large enough in terms of collection, budget, staff and area. It was divided in various sections and the personnel have their relevant diversified titles denoting the description of their jobs. The timing of the library was from 8.00 A.M to 2.00 A.M. These hours are maximum for a library in Pakistan. The extension in timings is interpreted as an administrative innovation.

Case IL. 2

Case 2 was the oldest public sector institutions‘ library of Pakistan which was accorded the status of university in 1882. The library remained in the old building until as late as 1988 and was shifted to a much larger building with total area of

1,02,000 sq. feet. It was a beautiful four floors with a basement of some 10,000 sq. feet. The library building was purposely built to function as a central library of the university.

The total collection of books, journals, manuscripts and other reading material was more than 5, 25, 000 including some very precious special collections. This library had its collection in 9 major national and international languages. The content was available in different formats such as print material, CDs, DVDs, video and audio cassettes and manuscripts. This library also had an audio visual facility for the users.

Library has a separate section for the use of computer terminals. Digital collection was accessible through the computers which were placed in separate section. The library content was also accessible through website. A faculty room was

84 available. Separate rooms were not found for group work; however, a conference room was available for conducting workshops and seminars. Furniture/ fixture were of good quality. Electrification, lighting was also found sufficient. In the front hall,

OPAC and a help desk was available for directing and providing guidance to the users. Separate spaces for digital content access were found in shape of a big computer lab. Innovation in public service and technical area was positively observed and looked renovated in recent past. Public service area was situated at the entrance of the library and was renovated some few years ago.

The case two had following 11 innovations as listed in the checklist tool:

Table 4.10

Case IL.2.Innovations found and categorized by type/attribute

Classification Sr. Innovation No Incremental/ Technological/ Radical Administrative 1 Provision of a service to inexpensively print, bind and trim Incremental Technological from digital book 2 Mobile services to access information about the library Incremental Technological 3 Installation of a coffee bar/restaurant/café in the library Radical Administrative 4 Service for submission, access and preservation of ETDs Incremental Technological 5 Live chat and instant messaging for reference service Incremental Technological 6 Creation of an institutional repository to contain the Radical Technological research output 7 Digital exhibits for special collections/unique materials Incremental Technological owned by the library 8 Reconfiguration of physical space and redesigned services Incremental Administrative to provide information commons 9 Service to digitize and provide online access to course Incremental Technological catalogs 10 Provision of a platforms to support multimedia creation and publication for faculty & students Radical Technological (in video conferencing room) 11 Providing personal librarian service to freshman Incremental Administrative As per the types and attribute, seven innovations out of eleven were found incremental by pace. However, out of eleven innovations, nine were related to adoption of technology. Following indigenous innovations were observed:

 A database of its newspaper index a monthly publication of newspaper

articles.

 Current awareness service.

The library provides a friendly environment with sufficient lighting for reading, natural light and fresh air, good quality furniture, paintings on walls. The entrance is controlled by a walkthrough gate for providing security reasons. The size of the library was large enough in terms of collection, budget, staff and area. The library itself is divided in various sections and the staffs have their relevant diversified titles denoting the description of their jobs. Most of the sections were air conditioned.

Its timing was from 8.00 A.M to 9. 00 P. M, and it was an example of administrative innovation.

Case IL. 3

Case three library is also one of the oldest college libraries in Lahore and was upgraded as university library after the college got status of a university. Its building was built in 1943. It is now running by the missionary administration in the private sector.

The main library building was separately situated and was as old as the building of the old college. However, Information Common and Research section have been later housed in separate newer buildings. The collection of books exceeds

70,000 books, twenty one-periodicals/Journals, online resources, e- books, audio- visual service, thesis, and digital resources.

Library has an Information Commons which created a technology enabled environment. It provided facilities like: desktop computer workstations, laptops, multimedia systems, express workstations for accessing digital collection and various

86 purposes. Specialized learning spaces comprise discussion booths furnished with comfortable seating for small groups to use their own laptops, iPads, and laptops and space to work or discuss together on collective projects was provided for the users‘ needs. A well-equipped multipurpose meeting room with an LCD and comfortable furniture was available. Separate section for faculty use was however, not found.

Furniture/ fixture, plugs, lighting facility was according to the need of time in information common. However, the technical section of the library was in a traditional condition.

Table 4.11

Case IL.3.Innovations found and categorized by type/attribute

Classification Sr. Innovation Incremental/ Technological/ No Radical Administrative 1 Provision of mobile access to the library website Incremental Technological 2 Mobile services to access information about the library Incremental Technological 3 Lending service (laptops, netbooks, iPADs, etc). Radical Technological 4 Service for submission, access and preservation of Incremental Technological ETDs 5 Creation of an institutional repository to contain the Radical Technological research output 6 Digital exhibits for special collections/unique materials Incremental Technological owned by the library 7 Reconfiguration of physical space and redesigned Incremental Administrative services to provide information commons 8 Service to digitize and provide online access to course Incremental Technological catalogs 9 Wi-Fi service to the local community. Radical Technological 10 Provision of platforms to support multimedia creation Radical Technological and publication for faculty & students

As per the types and attribute, six innovations out of ten were found incremental by pace. However, out of ten innovations, nine were related to adoption of technology. Indigenous innovations included:

 Research help/reference service.

 Document delivery service.

 Inter library loan, ask a librarian.

 The library provided printing support and a small finishing corner equipped

with a stapler, pencil sharpener, puncher to support the users for on-the spot

finishing of assignments.

 Provision of HEC digital library.

The size of the library was large enough in terms of collection, budget, staff and area. The library was divided in various building blocks/sections and the staff had their relevant diversified titles denoting the description of their jobs. The timings were from 8.00 A.M to 5.00 P. M.

Case IL. 4

The case four was a public sector university library which was established in

1937. The library is situated in the Lahore; capital city of Punjab province. Total area of the building was more than 15,000 sq. feet. The library was housed in two building units of the university: the original library building was still there in the old building while an extension had been added in the newer building. At the time of data collection on December, 2016, it had a total number of 314,720 books including precious personal collections. The library subscribed 236 national and international journals.

The sections for periodical, reference service, technical section, computer and multimedia, conference and discussion room, etc. were separated for better functioning of the library. Wooden book shelves and reading table chairs were placed properly in the reading hall. Staff and faculty can use the library material in a separate section that has been set aside for them. The technologically enabled environment

88 persisted there. The public service area i.e. circulation, reference desks were designed and modified for providing a user friendly atmosphere. Furniture/ fixture, plugs, lighting facility was according to the need of time. Public service area was situated in an immediate access of users. The case four had following 8 innovations as listed in the checklist tool.

Table 4.12

Case IL.4.Innovations found and categorized by type/attribute

Classification Sr. Innovation Incremental/ Technological/ No Radical Administrative 1 Provision of a service to inexpensively print, bind and trim Incremental Technological from digital book 2 Mobile services to access information about the library Incremental Technological 3 Service for submission, access and preservation of ETDs Incremental Technological 4 Live chat and instant messaging for reference service Incremental Technological 5 Provision of a platforms to support multimedia creation Radical Technological and publication for faculty & students 6 Providing personal librarian service to freshman Incremental Administrative 7 Wi-Fi service to the local community Radical Technological 8 Provision of mobile access to the library website Incremental Technological

As per the types and attribute, six innovations out of eight were found incremental by pace. However, out of eight innovations, seven were related to adoption of technology. Indigenous innovations included:

 Help Desk Service.

 Document Delivery Service.

 Current Awareness Service.

 Internet lab.

 Provision of HEC digital library.

Overall environment was well conducive. The size of library was large enough in terms of collection, budget, staff and area. The staff of library had their relevant diversified titles denoting the description of their jobs. Air conditioned rooms were there to provide a comfortable learning space for the users. The timings were from 8.00

A.M to 5.00 P. M.

Case IL.5

Case five was a public sector university in the federal capital Islamabad. The new library building was established in 2006. It was a huge, independent building within the university campus. Although the library did not have most of the listed innovations but still it was a state of the art library due to its beautifully facilitating environment. The main focus of the library was to give preference to the users‘ needs.

The collection of books was approximately 100,000, journals 800 print and online, and 3400 thesis/dissertations.

There are separate areas for digital resources, discussions, silence zones and faculty rooms. Separate spaces for digital content access, faculty, and social interaction and silence zones were there for providing facilities to the users. Lincoln corner, a book bank and periodical sections was also available. Physical environment of public service and technical area was well placed and managed. Furniture/ fixture, plugs, lighting facility was according to the need of time. The library caters to the needs of the female users 3 days a week while the other three days are reserved for male users because the institution main focus is religion oriented. However, limited services are provided to the female users on the days that are reserved for male users and vice versa. The case five had 6 innovations that are listed in the checklist tool.

Table 4.13

Case IL.5.Innovations found and categorized by type/attribute

Classification Sr.No Innovation Technological/ Incremental/Radical Administrative 1 Provision of a service to inexpensively print, bind and trim Incremental Technological from digital book 2 Service for submission, access and Incremental Technological preservation of ETDs 3 Provision of a platforms to support multimedia creation and publication Radical Technological for faculty & students 4 Creation of an institutional repository Radical Technological to contain the research output 5 Wi-Fi service to the local community Radical Technological 6 Provision of mobile access to the Incremental Technological library website As per the types and attribute, all six innovations were incremental by pace and were related to adoption of technology. Following indigenous innovations were observed:

 Inter library loans,

 Article indexing databases,

 Kindle

 Video conferencing.

 Information literacy.

 Email reference service.

 Bibliographies of the entire available content etc.

 Reservation of books.

 ―A home for your books‖ was a discussion platform for sending reviews,

comments and discussions on books. It created a community of book lovers

and by the time of the data collection, 200 people were the community

members.

 Digital resources subscribed by the library as well as provided by the HEC,

The library had pleasant environment. It was set up in a relatively huge building and a patio for air and sunlight providing a bright environment. It was decorated with the Islamic themes and big paintings. The library had huge paintings.

The floor was covered by sound proof tiling for the most part but some of the areas are carpeted. A comfortable environment was created by providing temperature control for both summer and winter weather. Proper signage and reference counters were available for directing the users. A cafeteria adjacent to the library building was also there. The size of library was large enough in terms of collection, budget, staff and area. The library was divided in various sections and the staff had their relevant diversified titles denoting the description of their jobs. The library timings were from

8.00 A.M to 9. 00 P.M.

Case IL.6

The case six was a well-designed university library. It was a typical example of a private sector university, located in the federal area of Islamabad. The physical building of this university is elegant and established in 1998.

The university building was relatively big with a four floor library in an independent unit. In this university, schools of various disciplines were established in separate building units. The library was purpose built and was housed in a separate building block. It had acquired 54,000 print books and 140,000 electronic books. It provided access to more than 10,000 online journals.

The library has various sections like the area for leisure reading, silence zones, faculty common, digital content and database access terminals, periodical section, technical section, group study room, ladies corner, and video conferencing room etc.

All the sections were properly equipped, colorfully painted and well-lit. The good quality furniture and fixtures were not only very comfortable but also placed properly.

Library has adopted a technology enabled environment. Separate section for faculty use was available. Cabins were available for group work. Furniture/ fixture, plugs, lighting facility was according to the need of time. Public service area was well maintained and managed. The case six has seven innovations that are quite listed in the checklist tool.

Table 4.14

Case IL.6.Innovations found and categorized by type/attribute

Classification Sr.No Innovation Technological/ Incremental/Radical Administrative 1 Provision of a service to inexpensively print, Incremental Technological bind and trim from digital book 2 Mobile services to access information about Incremental Technological the library 3 Service for submission, access and Incremental Technological preservation of ETDs 4 Creation of an institutional repository to Radical Technological contain the research output 5 Reconfiguration of physical space and redesigned services to provide information Incremental Administrative commons 6 Provision of a platforms to support multimedia creation and publication for faculty & students Radical Technological (in video conferencing room)

As per the types and attribute, from six innovations four were incremental by pace and five were related to adoption of technology.

The library include following indigenous innovations:

 Web portals.

 Virtual Private Network (VPN).

 Audio visual resources.

 Reference service help desk.

 Ladies section.

 Electronic Document Delivery.

 Selective Dissemination of Information (SDI).

 Digital resources subscribed by the library as well as provided by the HEC

The overall atmosphere of the library was serene and comfortable. The size of the library was rather large in terms of collection, budget, and staff (with 35 members). The library had a seating capacity of 1000 at any given time. Almost all the building units were air conditioned. It was divided in various sections and the library staff had their relevant diversified titles denoting the description of their jobs.

The library remains open from 8.00 A.M to 9.00 P.M. indicating an administrative innovation.

Case.7

Case seven library was relatively new. It was a small private university library and was known as Information Service Department (ISD). The main campus of the university was situated in Islamabad. However, this university had as many as eleven campuses in Pakistan and Dubai. The library building was built in 2000. The library building was situated in a small independent building within the main campus.

The collection of books exceeded 30,000 books, 20 periodicals/Journals, online resources, E-books resources, audio-visual resources, thesis, and digital resources in the library. With the addition of new books the collection is growing on a monthly basis.

Library has adopted a technology enabled environment but terminals were allocated for digital collection along with the wall of reading hall. No separate section for faculty use was available. Cabins were not available for group work however, seating of tables chair were placed in a sequence. Separate spaces for digital content access, faculty, social interactions and the silence zone were all there within the same hall. There lies a reading table near the entrance which was placed there for the students who want to discuss something and a table had been placed at the end of the reading hall for the students who want to read seriously and need silence. Furniture/ fixture, plugs, lighting facility was according to the need of time. Public service area was situated in an immediate access of users. The technical section was separated by a long rectangular shaped cabin. The case seven had 8 innovations that are listed in the checklist tool:

Table 4.15

Case IL.7.Innovations found and categorized by type/attribute

Classification Sr.No Innovation Technological/ Incremental/Radical Administrative 1 Mobile services to access information Incremental Technological about the library 2 Service for submission, access and Incremental Technological preservation of ETDs 3 Creation of an institutional repository Radical Technological to contain the research output 4 Provision of mobile access to the Incremental Technological library website 5 Wi-Fi service to the local community Radical Technological 6 Service to digitize and provide online Incremental Technological access to course catalogs 10 Provision of a platforms to support multimedia creation and publication for faculty & students Radical Technological (in video conferencing room) 8 Providing personal librarian service to Incremental Administrative freshman

As per the types and attribute, from eight innovations five were incremental by pace and seven were related to adoption of technology.

Indigenous innovations included:

 The Information TV was fixed at the entrance and keeps updating the

students through constantly running news stories and current affairs

programs. Normally it remained in mute mode.

 Library offers help desk service.

 Online reference queries were managed affectively. All journals at one

place were managed online.

 A newspaper database was its specialty.

 Digital resources subscribed by the library as well as provided by the HEC.

The size of the library was medium to small in terms of collection, budget, staff and area. The library was divided between public and technical processing sections only. Comfortable sofas and reading table chairs were within reach everywhere in the library. The reading hall was centrally air-conditioned. The overall environment was well-coming. Although, the library was small but innovative and it facilitates the users by putting technology to use. The Library was improving its databases and online support for the ease of users. The library staff had their relevant diversified titles denoting the description of their jobs. The library timings were from 8.00

A.M to 9. 00 P. M.

Case.8

Case eight library was also relatively new and medium to small private university library. The main campus of the university was established in 2012 and is situated in Lahore. The library building was situated in a big, independent unit within

96 the campus. The collection of books exceeded 40,000 books. The library held 2350 reference books and twenty periodicals/Journals.

A small computer section for searching e-resources and digital resources was available. Separate spaces for digital content access, faculty, social interaction and a silence zone were all there to facilitate the users. Public service area had been centrally located and newly renovated. A separate technical section was working in a good condition. Library has adopted a technology enabled environment and separate well designed terminals were allocated for digital collection. The library material was possible to access through website. Separate section for faculty use was available.

Cabins were not available for group work. Furniture/ fixture, plugs, lighting facility was according to the need of time. The case eight had 7 listed innovations.

Table 4.16

Case IL.8.Innovations found and categorized by type/attribute

Classification Sr.No Innovation Technological/ Incremental/Radical Administrative 1 Provision of a service to inexpensively print, Incremental Technological bind and trim from digital book 2 Mobile services to access information about Incremental Technological the library 3 Service for submission, access and Incremental Technological preservation of ETDs 4 Creation of an institutional repository to Radical Technological contain the research output 5 Providing personal librarian service to Incremental Administrative freshman 6 Wi-Fi service to the local community Radical Technological 7 Provision of mobile access to the library Incremental Technological website As per the types and attribute, from seven innovations five were incremental by pace and six were related to adoption of technology. Indigenous innovations included:

 Finishing corner to facilitate the students in preparing copies of their

assignments etc.

 Access to HEC database.

 Table of content service.

 Electronic document delivery system.

 Similarity index report service.

Brightly colored comfortable sofas and reading table chairs were at hand everywhere in the building. The reading hall was centrally air-conditioned. The overall environment was welcoming. The library was medium to small in size in terms of collection, budget, staff and area. The Library was divided in various sections and the library staff had their relevant diversified titles denoting the description of their jobs. The library timings were from 8.00 A.M to 9. 00 P. M.

Case.9

Case nine was a library of a public sector university that had a main campus in the capital city of Islamabad and regional campuses were spread all over the country.

The university with its library was established in 1974 with a main of distant learning.

Although the matching innovations were rather less in number but the library seems open to adopting new changes for meeting the users growing demands.

It was established in a purpose built separate unit within the main campus. The library supported the preparation of courses of various departments and arranges all the required reading materials. The library possessed a rich collection of books on various subjects. The number of books exceeds 65,000. The library subscribed to 30 professional journals and magazines.

The Library was housed in a two story building. Library has adopted a technology enabled environment and separate workstations were allocated to access digital content. Separate discussion room was also available alongside a conference

98 and multimedia room. The library had an Accessibility Centre (for students with special needs). It possessed an Arabic collection, government publications, the Iqbal collection, an oriental collection. A reference section, serials' section, and a theses section were all there in the library. Furniture/ fixture, plugs, lighting facility was according to the need of time. Public service area was situated in an immediate access of users and the space was used affectively. The case nine had 5 innovations that were listed in the checklist tool.

Table 4.17

Case IL.9.Innovations found and categorized by type/attribute

Classification Sr.No Innovation Technological/ Incremental/Radical Administrative 1 Provision of a service to inexpensively print, Incremental Technological bind and trim from digital book 2 Mobile services to access information about Incremental Technological the library 3 Service for submission, access and Incremental Technological preservation of ETDs 4 Creation of an institutional repository to Radical Technological contain the research output 5 Wi-Fi service to the local community Radical Technological As per the types and attribute, from five innovations three were incremental by pace and all were related to adoption of technology. Indigenous innovations included:

 Exchange of publication programme.

 Current awareness service.

 Reservation.

 Handling of requests through email.

 Inter library loans.

 Training regarding library and information searching facility were all

provided.

 Provision of HEC databases.

The environment was pleasant, fresh and airy. The Furniture was also very convenient. The size of the library was quite large in terms of collection, budget, staff and area. The library was divided in various sections and the library staff had their relevant diversified titles denoting the description of their jobs. The library remained open from 8.00 a.m. to 9. 00 p.m., seven days a week.

Case IL.10

The tenth library was in the private sector in Lahore. The university that houses was established in 1999. The fairly large, state-of-the-art library, called the

Learning Resource Centre (L&LRC) had all the basic facilities to start with. At the time of data collection, it had a total number of 21370 books including precious personal collections. The library subscribed 36 national and international journals. It supported the university‘s academic programs and research initiatives through its varied services.

Library has adopted a technology enabled environment and separate well designed terminals were allocated for digital collection. The library material was possible to access through website. Separate area for accessing digital content, periodicals, technical services, reference desks, faculty and scholars, discussions and multimedia was beautifully designed to attract the users. Furniture/ fixture, plugs, lighting facility was according to the need of time. A newly built public service area was situated right in front of the main door. Technical section was also present in a separate room.

The case number ten had 6 innovations listed in the checklist tool.

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Table 4.18

Case IL.10.Innovations found and categorized by type/attribute

Classification Sr.No Innovation Technological/ Incremental/Radical Administrative 1 Provision of a service to inexpensively print, Incremental Technological bind and trim from digital book 2 Wi-Fi service to the local community Incremental Technological 3 Service for submission, access and Incremental Technological preservation of ETDs 4 Creation of an institutional repository to Radical Technological contain the research output 5 Provision of a platforms to support multimedia creation and publication for faculty & students Radical Technological (in video conferencing room) 6 Providing personal librarian service to Incremental Administrative freshman As per the types and attribute, from six innovations four were incremental by pace and five were related to adoption of technology.

Following indigenous innovations were found in the library:

 Inter library loan (ILL).

 Document Delivery.

 Alumni Services etc.

 Information seeking skills.

 Research ethics and methods of avoiding plagiarism.

 Referencing/citation management using EndNote or Medley.

 Data analysis tools – SPSS & NVivo etc.

101

 It was trying to undertake a program whereby it can transform all the existing

non-electronic indigenous information resources into electronic format and

integrate them into the overall family of online databases.

 It also included a service for addressing the needs of the special persons and

an entire section was totally devoted to them.

Besides being centrally air conditioned it had comfortable furniture that was well-suited to the needs of a modern day library where the users might have to put in long hours for one thing or another. The library had enough resources in terms of collection, budget, staff and area. It was divided in various sections and the staff had their relevant diversified titles denoting the description of their jobs. It was open from

8.00 a.m. to 8.00 p.m.

4.4.2. Traditional Libraries (TL)

Case TL.11

Case eleven is the library of a public sector university located in Multan; a city in the Punjab province. The university was established in 1975. Its library was housed in an independent block in the main campus. The library was in the process of being automated, and had a total of 80,583 books. The library had no innovations as per listed in the checklist.

Its environment depicted a traditional set up which is totally based on silence zone. However, a small room was allocated for the faculty. The digital library was in the planning stage. Some computers were placed in one corner of the library. HEC digital library can be accessed within the library premises and the main university.

Innovations had not been observed in public service and technical areas. At the moment all its services were traditional i.e. book lending and reference service etc.

102

The facility of book bank was also available to the university students. However,

HEC databases were available in the library.

The size of the library was large enough in terms of collection and covered area but the budget and staff was medium in range. The library was divided in various sections within a same hall and hierarchy of staff did exist also. The library was open from 8.00 A.M. to 5. 00 p.m.

Case TL.12

The case twelve has no innovations that are listed in the checklist tool. The case twelve was a university library in Lahore. The public sector university was established in 2002 and has five campuses in various cities across Punjab. However, the main campus was in Lahore. In addition to 22,000 books, it subscribed 10 local journals also.

It consisted of two halls; however, the reading rooms lack air conditioning.

There were no separate sections. The circulation was automated through KOHA. No separate space was designated for discussions and faculty members. Reference queries were entertained on special requests of the users to the librarian. Library space encompasses fifteen computers that were placed in a row along the walls of the reading rooms. No special space was allocated for the digital collection. The library materials cannot be accessed from outside the library itself. The public service area i.e. circulation and reference desk were organized properly.

Only traditional services like, lending of books, reference service and HEC databases were available in the library. The size of the library was not large enough in terms of collection, budget, staff and area. The library was not divided in various sections and a general shortage of staff bearing relevant job description had been

103 observed. Staff bearing new skills like ICT‘s was missing. The library remained open from 8.00 A.M. to 6.00 P.M.

Case TL.13

The case thirteen has no innovations that were listed in the checklist. Case thirteen was a girls‘ college established in Lahore in 1939. It occupied a large area of twenty acres. It was granted a status of university in the public sector by the

Government in 2007. The library of this university provided the usual lending services and reference services on a small scale. Photocopying facility was also available. Library system was automated and the circulation of books was handled through an automated system (KOHA).

The library comprised a long rectangular hall and a square reading room. The collection of library was 28000 books across a host of disciplines. Only eight computers were available and they were placed in a corner of the reading hall. HEC digital library databases were accessible from the library. Virtual space in the university website did not link up with the library, making it impossible to access the library material through the internet.

The reading room was not in a great condition and the furniture was quite old.

Air-conditioning was not available yet. The rectangular tables for eight students each were placed in the reading room. The books were organized in huge, wooden shelves.

No change had been observed in the public service area, nevertheless a room had been reserved for the visually impaired students which was a notable innovation. This room, considered to be a part of the library was fitted for the use of the students with visual impairment has many facilities they would need. There were no separate spaces to access digital content, faculty, social interaction or silence zone for providing

104 facilities to the users. No specific innovation in public service and technical areas had been observed.

Only basic level services of library were available with an addition of HEC digital resources. The size of the library was large enough in terms of collection but not in terms of budget, staff and available space. The library was not divided in various sections and staff bearing new skills like ICT‘s had not been found. The library was open from 8.00 A.M to 4. 00 p.m.

Case TL. 14

The case fourteen had no innovation that was listed in the checklist tool. This university was established as a girls‘ college in 1920 in the public sector and is similar to case thirteen. It was also situated in Lahore. The college developed into a university in 2002. The central library comprised a spacious reading room for the students, a separate reading room for members of the faculty, and a binding section. The library had 100,000 books and was well organized according to the DDC scheme.

A computer lab comprising eight computers was there to enable accessing digital library. It had no other digital collection. There was no space for social interaction either. The fixtures and uncomfortable furniture were rather old. No change had been found in the areas of public service or technical section. Automation was in process. Air conditioning facility was not available so far. Separate spaces to access digital content and faculty were there but there was no space for social interaction. No specific innovations in public service and technical areas had been observed.

Only routine of lending and reference was available. HEC digital databases were also present in the library. The library had enough collection for now but was

105 found wanting in other key areas of budget, staff and space for future developments.

The library was not divided in various sections and staff was not trained in new skills like ICT‘s. The library was open from 8.00 am to 4. 00 pm.

Case TL.15

The case fifteen had no innovations that are compatible with the ones listed in the checklist tool. Once again case fifteen was originally a college established in the public sector in the year 1912. It is situated in Lahore and acquired the status of a university in 2002. The library of this university was located on the first floor of the academic block.

It had various sections like reference section, periodical section, and a computer section. A faculty room, discussion room and a silence zone was also available for users. The public and technical service area was being improved two years ago. The library building was very old but an effort had been made to organize it in the best possible way.

It offered different services like reference, reading, internet and HEC digital library access, printing, scanning, photocopying. The library had a sufficient collection, staff and space at the moment but the budget was medium in range. The library was divided in various sections and the staff hierarchy was there. The library was open from 8.00 a.m. to 4. 00 p.m.

Case TL.16

The case sixteen had no innovations that are compatible with the ones listed in the checklist. The university is in the private sector. It is situated in a small but industrial city of the Punjab province. It was established in 2006. It had 140,00 books in print form and 23,000 in the digital format, 700 CDs and DVDs on different

106 subjects. It had a moderate seating capacity of 170 people at any given time. A separate room was set up for using the digital content. It did not offer any space for social interaction separately. The furniture fixtures and the public service areas were well organized and the overall environment was quite comfortable for reading and learning purposes. HEC databases were available in the library.

The size of the library was medium in terms of collection, staff, area and budget. It was divided in various sections and staff hierarchy did exist but staff did not have new skills like ICT‘s. The library remains open from 8.00 a.m. to 4. 00 p.m.

Case TL.17

The case seventeen had no innovations that are listed in the tool. It was situated in Sargodha. Once again, it was originally a college established in 1980. It was upgraded to a university in 2002. Its central library comprised a spacious reading room for students, a separate reading room for the members of the faculty and binding section. The library had 30,000 books and is well organized according to the DDC scheme. The library had been automated by using KOHA.

A computer lab containing ten computers was there to enable accessing the digital library. No other digital collection was available. There was no space for social interaction. The furniture and fixtures were rather old and offer very little comfort to the users. To add to the difficulties were further increased by the fact that there was no air conditioning in the library. No change had been observed in the areas of public service or technical support.

Only traditional service of books borrowing and reference service was available.

107

Provision of HEC library was also present for the research work. Its size was quite large so far as collection was concerned but the budget, staff and area were not sufficient for a library of such stature. The lack of space means that it was not divided in various sections and an evident shortage of staff had also been observed. It was open from 8.00 a.m. to 4. 00 p.m.

Case TL.18

The case eighteen had no innovations that were listed in the checklist tool.

The case eighteen was a women university library in the small city of Sialkot. It was established in the public sector in 2004. It was also a college before 2004. The entire collection of this little library did not exceed 21000 books and some local journals.

The circulation was automated through KOHA.

The library consisted of two halls only and the reading rooms lack air conditioning. There were no separate sections. There were no separate spaces for discussion or the members of faculty. The library had only six computers that were placed in a row along the wall of the reading rooms. Public service area i.e. circulation and reference desk were organized properly. No change had been found in the areas of public service or technical support.

Books lending and reference queries were entertained on users‘ special request to the librarian. HEC digital library facility was available but no special space was allocated for digital collection and the library materials cannot be accessed from outside either. It was not divided in to various sections as its size, in terms of area, collection and budget was insufficient. A general shortage of staff had also been observed. It was open from 8.00A.M to 4. 00 p.m.

108

Case TL.19

The case eighteen had no innovations that were listed in the checklist tool.

Case nineteen was a university of the private sector in Lahore which was granted the university status by the Government in 2008. It had 180, 00 books across a variety of disciplines. Its library provided the routine lending and reference services on a small scale. Photocopying facility was also available. However, the circulation of books was handled through an automated system (KOHA).

The library had eighteen computers and they were placed in a separate room.

HEC digital library databases were accessible from inside the library. The virtual space in the university website did not facilitate accessing any of its materials from outside the library building. There were no separate areas for the faculty and staff and no separate zone for social interaction available either, however a silence area was offered to the users. The condition of the reading room was traditionally simple. No change had been observed in the area of public service or the technical section. The size of library was not large enough in terms of collection, budget, staff and area. It was not divided into sections and shortage of staff had been observed also.

The library remained open from 8.00 a.m. to 4. 00 p.m.

Case TL.20

The case twenty did not have innovations that were listed in the checklist. The case twenty was a public sector university in Faisalabad which was established in

1987. Its library was situated in a separate block on the main campus. It had 30,583 books in all. The library was in the process of automating its system.

Library has not adopted a technology enabled environment however, some computers had been placed in a corner of the library and the HEC digital library could

109 be accessed from within premises of the library and university. The library material was not possible to access through website. It had a silence zone and a small room was allocated for the faculty also. The public service and technical areas were well- grounded and functioning properly but no special innovation was observed. All the services like book lending and reference service were traditional. However, it offered book bank facility. The library had a good environment. The library had a satisfactory number of books at the moment and it was quite large so far as area was concerned but budget was insufficient and its staff was not trained in modern skills. A general shortage of staff had also been observed. It remained open from 8.00 a.m.to 4. 00 p.m.

4.5. Concluding Remarks

This section has discussed the background, environment and current physical condition of the twenty selected cases. This section also provided some important variables and factors to be further explored through interviewing. The observation of physical environment further helped in analyzing the statements and viewpoints of library leaders against the actual context of their parent organization. The sections provided information about the missing facilities in libraries, the services they offered and overall physical condition. The physical environment /interior of ILs appeared better in providing separate spaces for faculty, students, and researchers and for group discussion. However, most of the TLs lack in providing such facilities. It was observed that the condition of libraries was relatively unsatisfactory in the universities that were upgraded from the college status to university. The universities with a long history, placement in capital or federal city, and good infrastructure of the university generally reflected a better situation for the innovations in physical environment of the respective libraries.

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SECTION III

4.6. Library Leaders Perceptions’ about Innovations

This section presents the findings of the qualitative data, gathered through semi-structured in-depth interviews with 20 library leaders of the universities of

Islamabad and various cities of Punjab province. Views and opinions of both types of library leaders: libraries with traditional setup and the ones with innovations is the main focus of this section.

It is considered that professionals of every field desire a continuous development in their fundamental role in organization and uplifting it by facing challenges and turning them into opportunities by bringing about innovations.

Similarly, the library leaders are responsible for introducing innovations in libraries.

Hence, it was found imperative to get the perceptions of library leaders of selected cases. Interviews were conducted from December, 2016 to March, 2017. All face to face interviews were audio- recorded with prior permission and were transcribed. A brief description of statements and views was extracted from the interview transcripts.

Various quotes from the transcripts were also added to strengthen the arguments. The sub-themes and cods were emerged under the main concept ―perceptions regarding innovation‖ and were subjectively interpreted. Research questions from 3 to 7 were achieved from the interviews.

4.7 Demographic Information of Respondents (R)

Interviews started with the aim of getting demographic information which includes name, age, experience, education. An informal warm up discussion about the general background of study and library was managed to make the environment comfortable and to collect general information about the library. The information like

111 the size of library in terms of budget, staff, area and collection has been incorporated in the preceding chapter while writing a report on the physical condition of the cases under study.

Table 4.19 Demographic Information of Respondents (N=20) Demographics Frequency Percentage Gender Male 15 75% Female 05 25% Highest LIS Education attained MLIS 17 85% M.Phil. 01 05% Ph.D. 02 10% Age group Up to 30 years 03 15% 31-40 years 06 30% 41-50 years 08 40% 51-60 years 03 15% Experience Up to 5 years 03 15% 6-15 years 06 30% 16-25 years 08 40% More than 25 years 03 15% Sector Public 11 55% Private 09 45%

4.8. Perceptions of University Library Leaders towards Importance of

Innovation

Each interviewee was first informed about the results of the website review, carried out in the first phase of the study. These results revealed an overview of the status of innovation in each private and public sector university libraries. To assess the concept about ‗innovation‘, the participants were asked about importance and characteristics of innovation. It was important to probe their real and in-depth opinion on their management style, successful or any failed project, possible reasons of not adopting innovation, and the motivating forces for bringing innovation in library.

Interview participants were also asked to indicate the opinion to feel any change in

112 their professional role and view point regarding the sustainability of university libraries at the end of the interview. The replies of participants were analyzed and have been presented as follow:

4.8.1. Concept about Innovation

Under the main concept ―perceptions regarding innovation‖, a main theme

―concept about innovations‖ is emerged from the research question 3. It was further divided into two sub-themes as follow:

4.8.1.1 Importance of innovation for the libraries.

Respondents (R) unanimously stated with tremendous conviction that

―innovation in libraries‖ was very important. Both type of library leaders regardless of whether they were from an innovative or traditional type of library expressed their feelings with phrases and coded like ―very important‖ , ―very necessary‖, ―critical‖,

―foremost‖, ―imperative‖, ―pivotal‖ etc.

Some respondents of innovative type of libraries responded as mentioned below:

R3 told, ―…in the present age of consistent changes, innovation is absolutely critical.‖ One respondent stated, ―I more than 100% believe that innovation is imperative for the development of any library‖. While another described, ―No library might be able to cope up with the changing trends and user‘s needs without it‖. R5 from the same category stressed, ―… survival is not possible without introducing changes to suit the changing needs of the users and innovation is really essential‖.

This indicates that in their opinion, innovation is most important to remain viable.

Further, some participants of traditional type of libraries responded in following words:

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In response to the same question R11 of traditional library stated, ―…it is very essential‖ …, ―… to me it is a matter of survival of the fittest‖. Another leader from the same category said, ―…innovation is the hallmark of all human efforts and all kinds of progress is the result of innovation‖. R12 asserted, ―Innovation is imperative for the success of academic libraries in order to fulfill the requirements of modern times and emerging library trends‖.

All statements meant that innovation is coded as important. Theoretically, at this stage it appears that there is no disagreement about the importance of innovation among the leaders of both categories of libraries. Every leader, regardless of type of library, considered it important and critical for the survival of libraries.

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Perceptions regarding innovation Main Concept

Concept about innovation Theme 1

Importance Characteristics Sub-Themes

Approach-lead to Codes Innovation is: be a survival/progress, New matter of life, Critical, service/method…for TL leaders foremost, imperative, improvement, change in SOPs’; pivotal..., service; resources for deriving benefit/betterment..

Innovation is: so New things including technology-to satisfy Codes important, far reaching, the needs of users, modification in existing IL leaders vital, critical, upper most activities- for improvement of …. setup/systems….,

Figure.4.4. Perceptions of Library Leaders Regarding Importance & Characteristics of

Innovation

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4.8.2.2 Characteristics of innovation.

After talking about the importance of innovation for the libraries, they were asked about their perception on innovation or how they would define innovation management in their own words. Majority of the respondents considered that innovation stands for new entity for the sake of providing benefits to the user. Some respondents of innovative type of libraries responded in following words:

R3 defined, ―It is the approach that leads us to the path of our survival‖. R5 stated, ―… as an idea or plan which enhances the quality of services can be termed as innovation‖. R6 of a public sector innovative library briefed, ―The term innovation means anything new in a department or service, belonging to services or methods which did not exist before… In other words, doing things in an improved manner to save the time‖. R1 with a maximum number of innovations indicated, ―…innovation is introduced for deriving benefits. It can be conceived as an improved performance of staff, changes in SOPs, services or resources to bring some betterment or other‖. R2 expressed, ―an introduction of a new idea or method that was introduced in a way that something new is done or made…. innovation leads towards progress and success. It brings ease and satisfaction‖.

Similarly, library leaders of the traditional category also spelled out the characteristics in a meaningful manner. R13 explained, ―All new things, including the technology to satisfy the users‘ needs are innovation in library‖. R15 from the same category suggested, ―A new thing which is introduced for the general improvement of the system or set up. Innovations are not physical alone; they can also mean to be notions of doing things in better ways‖. R19 of a library of an older city of Punjab province described, ―…as a modification in existing activities or adoption of new

116 developments in any field of life and it is part and parcel of human life and cannot be separated from the living atmosphere‖.

All these comments by both types of library leaders depict that leaders of both categories of university libraries have a firm knowledge of innovation. From the comments of leaders, innovation can be interpreted as ―an approach, idea, plan, service, method or modification in existing practices, change in mindset, adoption of new trends, new things, improved performance and change of SOP‘s, etc‖. According to the perceptions of the library leaders the goal and aim of innovation management is user‘s benefit, survival of the library, improvement in systems, quality enhancement, saving time, benefit, and betterment of university libraries. The perceptions regarding the characteristics of innovation are much closer to the characteristics reiterated in the literature. So, it can be stated that the leaders were well aware of the concept and its importance.

4.8. 3. Management of innovation in libraries

Management style, strategies/ policies and innovative projects were the sub- themes emerged from the main theme of managent culture. This sub-theme helped to explain the involvement and role of library leaders in their libraries.

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Perception of Library Leaders Main concept

Main-theme Management Culture

Style Strategies Projects Sub-themes

Collaborative, Formal daily/weekly/ Video conferencing, establishing democratic, flexibility conference/ discussion rooms, Codes Monthly meetings with in style according to team, higher authorities, IL programmes, IR, Discovery need etc….. rewards, assessments, inhouse built, Room for visually IL leaders trainings…. impaired users, lending laptops, tabs,information commons, HEC

databases…..

No formal Automation in few, In one Various styles according to strategy, only library a room for visually Codes the time, Participatory, informal impaired users, HEC collegial, consultative… discussions databases TL leaders

Figure 4.5. The Management Culture, themes, sub-themes & codes

4.8.3.3. Management style.

The comments of all the leaders shows that they believe in ―participatory‖,

―collegial‖, ―consultative‖ philosophical and managerial style. Private and public sector leaders, innovative and non-innovative library leaders have no difference of opinion. However, as this study is qualitative in nature, therefore it has the limitation of having to take the respondents‘ statements on face value.

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R3 from a private sector innovative category university stated her management style as collaborative. She explained that she never imposes her ideas or decisions on her subordinates and usually asks her colleagues (subordinates) to share their views and ideas so that the system may work in a more effective and efficient manner as there must be some flexibility in every approach.

R9 mentioned, ―All types of styles are needed in the management of any institution… The same style did not always work…, although pace setting and coaching is my most preferred style for bringing improvements‖. R7 from an innovative library of public sector mentioned,

A library is an institute within an institute. It is a service oriented setup and there is no need of a bureaucratic style of management. Here hierarchy prevails. Work is divided among sections. Each section is run by a head or senior librarian. But everyone works in a collaborative manner and enjoys considerable autonomy within their sections. Democratic style prevails here to run day to day operations.

R17 from a traditional category also commented in same manner. A leader of a non-innovative library but with a highest degree of doctorate explained, My philosophy has supported me a lot and I trust in my team by providing opportunities and freedom to anyone who wants to perform and take initiative and if a particular initiative is successful, it calls for double appreciation but if the initiative fails, it still is appreciable and commendable. One has to think out of the box and do something which is good and new.

R13 believed, ―Cooperative management among the staff and sharing of responsibilities is my management style‖. R20 expressed:

The management culture in my library is participatory and not a ―one man show‖ as it is difficult to run a ―one man show‖ in the public

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sector…I realized that most library leaders are answerable to the higher authorities and normally things do not work as smoothly as the officers would like. One can do things quite independently by remaining in the good books of the authorities but then one has to value the subordinates‘ opinions and suggestions too because they are professionals who are quite experienced and implement whatever looks beneficial.

4.8.3.4 Strategies / Policies.

Respondents were asked about their management strategies that help in bringing innovation. Although, all the leaders believe in participatory and collegial style of management, a difference is there appeared in this regard nevertheless.

Library leaders of innovative provided the following responses. R6 from a public sector library leader reported, ―Annual meetings with seniors are held to discuss the strategies that are essential for a library. They are meant to bring new ideas for improving the organizational setup of the library. These meetings which have quite a friendly environment and generally include a lunch or dinner, incorporate the opinions of section in charges, carry contingency reward systems and entail assessments through ACR‘s.

R7 from a public sector university of the federal area Islamabad mentioned,

―The environment in his library is very friendly. Staff meetings are conducted on a regular basis. And formal library advisory meetings are held for up to eight times a year in addition to these. The vice chancellor himself chairs the meeting. Sometimes, the minutes are duly approved and new things are implemented according to the approval‖. R5 from a better innovative status library leader expressed, ―Online performance evaluation of staff, incentives on achieved objectives other than routine tasks and incentivizing the employees‘ exceptional achievements are some of the

120 more common strategies for bringing innovations. Job objectives in this university library are thought to be more innovative‖. R9 from the same category stated:

Regular meetings were conducted to find solutions for the problems. All the styles were included and all the campuses were given autonomy. The library is run on two levels: one is developmental while the other is operational. In each campus there is a head who looks after the operations and all the staff participates in it. In weekly meetings all the campus heads meet and issues and problems are discussed. Decisions and solutions are proposed in the meetings of heads. Next, trainings sessions are conducted monthly to keep pace with new developments.

R6 mentioned, ―A weekly meeting is arranged on regular basis at 2:00 P.M every Monday. All the team members attend it. Ideas and issues are freely discussed to improve the library and its services. This is a strategy that everyone likes and new ideas for the improvement of the library are welcomed with an open mind‖.

R1 said that a range of different activities were organized to bring in new ideas and implement them. A leader of same category of library explained, ―I like to empower professional/ paraprofessional employees and even the users. Two tea breaks are held daily where staff meet and discuss everything in an informal setting.

In addition to this, formal meetings are also held to share more serious ideas. The day to day issues and opinions of everybody on the library team are encouraged‖.

In contrast, all the library leaders in the traditional category maintain that no special formal or informal meetings are held in the library to share ideas and knowledge as a part of management. The presence of some kind of informed management strategy in innovative libraries is something that distinguishes it from the traditional type of library where no special strategy is found to be at work. It means that the leaders of the traditional category do not pay serious attention towards the

121 improvement of the library type in question. Their consultative, participatory and collaborative styles lead them to the monotonous routine activities of libraries.

4.8.3.5 Innovative projects.

For the explanation of sub-theme ―management culture‖, an indirect question about the innovative projects of library was asked. By getting the answers, an overall assessment of management culture and innovation can be guessed. R4 elaborated,

―One project is ‗combined studies with foreign universities‘ students attend classes via video conferencing. Combined groups manage and foreign teachers teach and give certificates after the completion of course. This setup is arranged in libraries and not in departments…The creation of different library spaces: discussion spaces, info common and scholar rooms are the examples of innovative projects. Automation, information literacy programs, motivational lectures series, library trainings and increase in timings 8am to 8:00 p.m are the successful innovative projects‖.

R9 from Islamabad stated, ―Video conferencing facility and arrangements for conducting conferences on various informative topics according to the users‘ demands is one of the successful innovative projects of the library‖. A leader of a private sector university library listed, ―OPAC, implementation of library system KOHA, e. print at the backend of the repository, discovery in house built, newspapers on international worldwide acceptable standards and formats and accessibility to J.Store are their completed projects‖.

R10 marked digitization and automation as a hugely successful project within the academic library. R1 mentioned, ―We recently introduced a service: automatic system generated messages for overdue books through sms service on mobile which is sent through email before… Another innovative projects of this library included

122 subject guides for the current semester course guides (the user comes to know about all the available content through the library about his/her particular course), self- check-in/out system, RFID based staff station and security system, coffee reading soundproof area for leisure reading, discussion rooms, scholar rooms, charging station for laptops and mobiles‖.

R6 listed the following innovative projects: renovation of library, change in library environment, new study carrels, the room for special students, discussion room, auditorium i.e. small hub for activities for seminars and workshops. He further stated, ―The timings have been extended. Library is now open seven days a week.

Library orientation programme, library week and digital resources etc. have been introduced‖. R2 from Lahore said, ―Stock taking through barcode and excel sheets, security gates and libguides through open source software are successful innovative projects in his library‖.

R7 mentioned, the library remains open seven days a week carries out a reference service through email, renovation of library‘s interior, provision of tabs with the shelves to use OPAC and group study corners, are some of the other projects of the library‖.

In all ten traditional type of libraries, no noteworthy successful innovative projects were mentioned by the library leaders. However, automation of library system was mentioned by most of the leaders as a successful achievement. Other innovative projects included, HEC digital databases (electronic books and journals) for the users of libraries. R16 highlighted, ―the establishment of a room for the students with visual impairment in the library is an achievement‖.

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Hence, a major difference and level of successful projects exists between libraries of both categories. It appeared that innovative category libraries have a good lead of projects and most of the successful projects are resembles with the listed innovations.

4.8.4. Barriers in Innovation Management.

The qualitative section was further aimed to answer the research question 5 of this study i.e., What are the barriers in the innovation management? Respondents were asked to mention the issues and problems in managing the innovation. The purpose of this question was to identify the factors hindering implementation of innovation in university libraries. A straight forward question about the barriers was asked from all the twenty leaders. The codes regarding main theme ‗barriers‘ were extracted from the transcripts of all 20 respondents. The answers of both type of library leaders were more or less the same. The table 4.10 list down the occurrences of codes from the theme ‗barrier‘.

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Table 4.20 Barriers in Innovation Management S. No. Codes Category Frequency Total

Percentage

1. Lack of Resources:

(i)Budget shortage Innovative 1 4 20% Traditional 3 (ii.a) Lack of Staff Innovative 5 11 55% Traditional 6 (ii.b) Lack of training, Innovative 5 12 60% skills/knowledge Traditional 7 (iii) Shortage of space Innovative 0 7 35% Traditional 7 2. Attitudinal / Behavioral barriers Innovative 7 14 70% Traditional 7 3. Lack of Leadership qualities Innovative 9 11 55% Traditional 2 4. Lack of incentive/reward Innovative 0 4 20% /recognition Traditional 4 5. Fear of failure Innovative 0 2 10% Traditional 2 6. Higher authorities‘ vision/non Innovative 0 supportive attitude Traditional 7 7 35% 7. Unavailability of library culture Innovative 0 1 5% in society Traditional 1

4.8.4.1. Lack of Resources.

4.8.4.1. 1. Budget and Finance.

One of the most innovative library leaders also expressed, ―Lack of resources, finances, time/financial constraints and untrained staff are the major barriers. There

125 are a lot of projects, the department can work on but unfortunately the capacity to take on large assignments is rather limited‖.

However, this barrier is more reported by the public sector library leaders of traditional category. R17 from a public sector university that was established approximately fifteen years ago is of the view, ―A major hiccup is faced when new things are introduced because ready finance is not forthcoming. The administration expects the library leaders to generate their own sources of funding somehow as the university cannot be relied on all the time‖. R13 from a traditional public sector library who had previous experience of a private sector library explained, ―One obstacle is the financial barrier in the public sector as it is more difficult to acquire funds than the private sector where decisions can be taken quickly and new things processed and approved without wasting any time. The government sector has to face certain limitations; most obstacles are faced in following the lengthy procedures, rules and regulations for acquiring funds that are set by the government‖. This former college acquired a university status during the last decade.

R19 said, ―A lack of finance and its approval by the authorities is a barrier in generating new ideas for the library‖. This university is upgraded during the last decade also as it was a college since its creation in the last century.

The respondents belonging to non-innovative libraries mostly highlight the shortage of resources as the foremost hindrance in the path of progress. Three out of ten leaders of traditional category in this study stated that shortage of funds or similar problems were the barriers for innovation.

According to the perceptions of these leaders, the shortage of budget and the lengthy procedures involved in obtaining finance for a new project curtails the

126 activities that lead to innovations. It can be guessed from these findings that budget and the procedure for getting finances in the public sector is a difficult task as compared to the private sector universities. Financial constraints can be a problem in the private sector too but the complications faced by the public sector in this regard are of a much greater intensity. Moreover, institutions which were upgraded from the college level are more facing this issue.

4.8.4.1. 2. Lack of Staff, Skills and Expertise.

Five leaders of innovative libraries (50%) and six leaders of non-innovative

(60%) libraries mentioned the shortage of staff as a serious problem in implementing new services in the libraries. R10 from a public sector innovative library said, ―For the last many years librarians have been getting retired and no new librarians have been appointed to replace them. The users have more than doubled in number during the last 10 years and the staff is decreasing day by day. An inverse ratio of trained staff and users is increasing. The pressure is becoming much too palpable…hindering the innovation.

In addition to the lack of staff, skills, knowledge and training in staff is also an obstacle in introducing new ventures in academic libraries. In other words, the available staff of academic library may lack skills that are necessary for bringing changes. Twelve (60%) leaders out of twenty mentioned the lack of skilled and trained staff as a visible barrier for bringing innovations. R2 from an innovative library emphasized, ―The violation of merit at the time of recruitment is a barrier. In other words a lack of competent staff in libraries creates problems in progress‖. R5 from a public sector leader expressed, ―Lack of qualified professionals is an obstacle‖.

R1 of innovative category library of Lahore pointed out, ―One of the barriers is lack of skillful manpower, only 4-5 people in the library are skilled... An enough number

127 of staff should be IT experts in his view. Such a serious lack of IT expert librarians is a big problem.

R17 of the traditional type also voices similar views. He said, ―so far as barriers of innovation are concerned, one of the barriers is people who are in the leading positions in academic libraries and who are not actually aware of the latest technologies and challenges. They cannot lead the fields or areas of management with the expertise and skills they acquired quite a number of years ago and did not update their skills and knowledge of the relevant technologies. These are the problems.

Actually they are not aware of the latest developments and they do as their own perceptions tell them to‖.

R20 from the same category of library mentioned, ―Hiring of paraprofessional staff without observing a specific criterion caused the induction of the staff that does not have professional knowledge which led to a barrier in innovation. R13 from a public sector traditional type of library leader further expressed the required expertise and appointments of technically sound and experienced staff is very difficult…it hinder potential of innovation‖. The statements lead to a conclusion that in addition to top level, middle and lower level experts‘ skills and competency do matter for managing innovations.

4.8.4.1. 3. Shortage of space area.

Seven library leaders (70%) of traditional type of libraries highlighted,

―Shortage of space restricted the process of making changes in the physical environment of libraries. Libraries with a long history and time often possess a huge old collection and eventually there is little space left for accommodating new gadgets as ICT‘s cannot be placed properly‖.

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4.8.4.2. Attitudinal / Behavioral barriers.

Some leaders asserted that attitudes of the staff were a bigger impediment.

These ―attitudes‖ were quoted by 14 leaders (70%) in an equal ratio from both innovative as well as traditional categories. Many issues are raised under attitudes.

For example R6 from an innovative library from the private sector said, Lack of a sharing and collaborative working culture prevails in libraries, which is a negative factor for bringing innovation‖.

R7 from the same library category raised his voice, ―The working culture of the public sector library is different. Politics is involved. Only few people work in a dedicated manner. Out of 130 employees hardly 50 work while the rest of them just sit freely. A telephone call comes in their favor if they are reprimanded perchance‖.

R9 from a library of Islamabad stressed, ―The leaders‘ own laziness, shakiness, lack of commitment/lack of vision and in fact his entire team becomes an obstacle if they are not ready for innovation and do not possess an attitude to do work‖. R3 from an innovative library of a public sector university stated, ―Internal politics, leg pulling,

Jealousy of other organizations, narrow mindedness and lack of effective support are great obstacles in the path of innovation‖.

Leaders of traditional category libraries also expressed in the same manner.

R11, who belonged to the non-innovative category commented, ―Poor interest and lack of enthusiasm negatively impacts the innovation. R14 of a same type of library situated in Lahore stated, ―…employees‘ and the manager‘s resistance to bring change kills innovations at the outset‖.

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R15 of same category of libraries commented:

Employees become hurdles at times and supportive at others. When the staff in the public sector needs some personal benefit, they become really supportive and they are likely to create hurdles when due to some rules and regulations their demands are not met. There is a tendency to shirk duties in the public sector… the subordinates do their personal things during office hours and create unnecessary hurdles when they come across strict rules. Sometimes they become supportive as they want relaxation after every task.

Hence attitudinal barriers are found in both types of libraries. It scored a highest frequency among all other barriers.

4.8.4.3. Lack of leadership qualities.

Eleven leaders asserted the lack of leadership qualities as a major barrier by using different words and jargons e.g., lack of vision, lack of knowledge and competency to handle issues, status quo, poor planning, slave mindset, etc. R3 from a private sector leader of the innovative type explained, ―Librarians lack in courage.

They are not groomed as leaders... Slaves are being produced in the market. Slaves are born. Teaching in a way that inculcates courage is absolutely essential for producing real leaders. It is a serious problem that students are not trained to do practical work later in their lives‖. R4 of an innovative library claimed, ―Librarians do not like to change and they are not interested in breaking traditions….they work as manager not as a leader‖. R6 from a public sector leader stressed, lack of professional leadership qualities: managers‘ resistance to change, lack of concrete planning, and lack of vision, knowledge skill and continuous professional development are the barriers for introducing innovations‖.

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Even the leaders of traditional category also posed the statements in the same way as above mentioned by the leaders of innovative library category. R12 of a university library of the traditional type explained, ―So far as the barriers of innovation are concerned, I thinks one of them is the people who are in leading positions in academic libraries who are not actually familiar with the latest technologies and challenges. They are not meant to lead the fields of their areas of management with their expertise and skills which they got quite a number of years ago and did not update their knowledge and technological skills. They are the ones who have to face most serious problems and actually they are not aware of the latest developments either and they do as their own perceptions tell them to. This is the biggest barrier or challenge‖. Realization of lack of leadership qualities was mostly mentioned by the IL leaders

4.8.4.4. Lack of incentive/reward and recognition.

Unavailability of incentives and rewards system by the higher authorities and parent organizations demotivates the staff, which leads to lesser innovation. This barrier was pointed out by the four public sector leaders of the traditional category of university libraries. R16 of public sector traditional library pointed, ―Lack of recognition and acknowledgement by colleagues and higher authorities is also an obstacle…‖, According to a couple of library leaders of the same category of the public sector libraries that motivation is the main force behind bringing innovation. It could be in the form of promotions or incentives but no motivation is offered to librarians throughout the length of their service. This barrier is a typical problem of public sector. Lack of incentives and rewards is a major cause of lowering the will to do something out of box in public sector institutions.

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4.8.4.5. Fear of Failure.

Some of the leaders also were of the view that fear of failure restricts the power to take initiatives. Especially in the private sector libraries where there is comparatively more job insecurity. This factor is pointed out by two of the private sector traditional library leaders.

4.8.4.6. Top Management vision/non supportive behavior.

A large majority of leaders of the traditional category presented a non- cooperative attitude of higher administration as a barrier for bringing innovation. R14 stated, ―Sometimes the internal organizational culture becomes non-supportive and the top management does not facilitate the process of bringing change‖. R18 stated,

―The institutional politics is also a barrier…sometimes the library leaders cannot insist upon things because politics gets involved in everything in the public sector.‖ A leader of a public sector traditional university library of a big city protested that many plans cannot get approved because committee members comprising of academic staff reject the case by merely saying that ―it is not so desirable‖.

R18 of same category commented, ―Sometimes the top management is not very aware of the latest trends of librarianship and eventually it does not realize the need for change… another barrier is gap between library leaders and higher authorities of the institution‖. A female university library leader was of the view that the administration‘s indifference to bringing new things is a big barrier. A library leader of Multan city expressed, ―Non supportive behavior of the organization is the main hurdle in the path of innovation‖.

Such comments are made by the leaders of the traditional type of university libraries that no leader of the innovative category of library has said anything similar.

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4.8.4.7. Lack of library culture in society.

Only one leader of the traditional type of library was of the view, ―Library culture does not exist in our country. Students as well as faculty do not show much interest in using libraries. Their priorities and preferences are different. It causes a demotivating environment for innovation‖.

4.8.5. Supportive/ stimulating factors for Innovation Management

This part of section 3 was aimed to achieve the research question 6 of the study i.e., ―What are the supporting factors for bringing innovation in libraries?‖ A straight forward question was asked to about the stimulating and pushing forces behind the innovations. Again, the sequence of this part follows the codes that have emerged from the sub-theme ―stimulating/ supportive factors and presented in a category wise sequence leading from the comments of leaders of innovative category and then traditional category.

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Table 4.21 Supporting factors S. No. Codes Category frequency Total Percentage 1. Technology Innovative 7 12 60% Traditional 5 2. Positive qualities of the leaders: (i) Vision Innovative 5 5 25% Traditional 0 (ii) Affective Planning Innovative 3 3 15% Traditional 0 3. Competent and knowledgeable Innovative 2 3 15% staff members Traditional 1 4. Incentives rewards, appreciation Innovative 1 1 5% Traditional 0 5. Trainings, Seminars and Innovative 1 2 10% Socialization with professionals Traditional 1 6. Professional Organizations Innovative 1 2 10 % Traditional 1 7. Demands of Users Innovative 7 7 35 % Traditional 0 8. Higher Authorities: Vice- Innovative 05 7 35% Chancellor Traditional 2 9. Higher Education Commission Innovative 0 4 20% Traditional 4 10. Library & Information science Innovative 1 1 5% Schools Traditional 0

4.8.5.1. Technology.

Technology is affecting almost every field of life. A good majority of leaders declared the technology as a stimulating factor for innovations. The leaders of both private and public sector agree that technology is a catalyst for bringing change.

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R5 from a private sector innovative university library of Islamabad ranked technology as the number one factor that leads to innovations. He said, ―With every change in technology, we see systems regularly and bring changes accordingly to improve the services. In the past interaction was only possible in off line mode, then it became two way (online) but now interaction among multi users is possible. So, technology is bringing more and more on the market to satisfy the users‖. R4 from the same category also claimed, ―The changing technology is a positive factor for bringing revolution in libraries‖.

R8 from a traditional library of Sargodha stressed, ―New arena of services can be introduced through new technologies. So, they are one of the external forces that are either competitive themselves or compel the libraries to be competitive.

Technology ranks number one in the external forces that are posing pressure for change‖.

It can be wisely judged that technology is a key factor that pushes for bringing change and it is realized by both kind of library leaders. Both feel that innovation is becoming compulsory for libraries because of ICT‘s.

4.8.5.2. Positive Qualities of the leaders.

4.8.5.2.1. Vision.

Five leaders have expressed that the broader vision of the librarians can make innovation thrive in libraries. R2 from a public sector library of an innovative category expressed, ―A leader must possess the ability to empower the other members of the team, broad vision, relevant skills, and the effective utilization of resources, an honest attitude‖. R3 from a private sector library of same category also considered the

135 urge to learn new things by the top librarians and having a vision for development stimulates innovation‖.

4.8.5.2.2. Affective planning.

Three leaders of innovative category pointed out affective planning as an element that facilitates innovation. R5 suggested, ―One must make a plan and study it.

The plan must be complete. So that when someone asks you to go ahead with your plan, you should be able to do so… Our people use ―I‖ in plan. This is wrong… You it is essential to come up with solutions rather than problems…‖ In the same way another leader stated, ―The proposal must be so strong that the authorities cannot say no to it. If it is positively conveyed to the authority then it would get approved and eventually you can get it done also. Funds exist but people do not know how to propose a convincing plan for bringing about innovation. Actually most of the librarians are deficient in putting an impressive plan before the authorities‖. The positive factor regarding leadership quality ―vision‖, ―affective planning‖ is felt by the IL leaders only. It shows perhaps the TL leaders lack in having a thought for the leadership as an important phenomena for the innovation.

4.8.5.3. Competent and knowledgeable Staff members.

Two leaders of libraries of innovative category and one from the traditional category mentioned competent staff as an accelerating factor for innovation. R8 from the innovative category said, ―The library team can be a supportive factor for bringing about innovations. R9 from a public sector university library appreciates the participation of library staff by saying that some innovative librarians, who want to grow give input, and keep updating themselves. Competent staff gives support and gives opinions about ideas that are suitable for new requirements‖. R10 from the same

136 category emphasized, ―Effective man power is an asset for innovation‖. One of the leader of the library with the maximum number of innovations explained that a good team is necessary for bringing about change‖.

R11 from the traditional category delivered the same kind of comments and explained, ―As far as accelerating factors are concerned, the professionals who are getting themselves qualified or getting higher degrees in the academic process once again and are equipped with the latest concepts and the technologies are more supportive for bringing innovations. They have an urge to implement the latest things plus they are aware of the latest competition. They visualize and are bound to bring new technologies and new practices that make them more viable‖. Hence, enhancement of education and knowledge leads to broadening of an aptitude for the innovation.

4.8.5.4. Incentives rewards, appreciation.

R7 from Islamabad said, ―The appreciation of the authorities and the users of library are major motivating factors‖.

4.8.5.5. Trainings, Seminars and Socialization with professionals.

Two leaders from both categories think that organizing various seminars is a stimulus of stimulating element for bringing about innovation.

4.8.5.6. Professional Organizations.

Two of leader of both library category mentioned professional organization as a source of positivity for innovation. R9 from a public sector innovative leader called attention to the fact, ―Some national and international organizations, IFLA, OCLC and PLA are a source of awareness and stimulating factors for getting acquainted with new trends and innovations‖. A private sector innovative leader also viewed,

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―Conferences and trainings also enhance the capacity to broaden the vision for innovations…I am member of many international groups and associations and does these things continuously because I felt through attending conferences and seminars exposure enhances...‖.

4.8.5.7. Demands of Users.

The main stakeholder and beneficiaries of university libraries are the students, scholars and the faculty of the universities. R7 from a modern library of Islamabad pointed out that the users‘ demands are the main driving force behind taking the initiative for bringing new things in libraries. He expressed, ―Self-satisfaction after doing something better than before and problems queries raised by the users act as a positive factor for bringing about innovations‖.

R10 from an innovative private sector library of Lahore said, ―Our users are different with high expectations and vision, many users have the experience of foreign countries and the faculty is also foreign qualified, hence, they expect to have the same kind of services as prevail in foreign countries‖. A couple of leaders of the same kind of library commented that user‘s demands are one of the positive forces for bringing about new things. R1from Lahore said, ―Foreign qualified professors come and tell us about the new services. They support us and so many times suggest to the Vice

Chancellor about the new services‖.

Interestingly, all the comments regarding ―users‘ demands‖ are explored from the statements of the leaders of the innovative category. No leader of the traditional type has reported about the users‘ demands as a stimulating element. Hence, it can be judged that the users‘ demands may differ in both types of libraries. It can be guessed

138 that the users of traditional category may not be enough sensitive to demand new services from the libraries.

4.8.5.8. Higher Authorities: Vice Chancellor.

Innovation and change can be brought in academic libraries easily when the higher authorities of the universities take some personal interest in the matter. The highest authority in Pakistani universities is the Vice chancellors. Some of the leaders from innovative library category expressed that changes in the setup of the libraries have been brought about on the instructions of the vice chancellors. R1 from a private sector leader said, ―The Vice Chancellor‘s suggestions/demands to acquire new things that are similar to the foreign countries especially after coming from foreign tours are in the interest of the library‖. R3 from an innovative library has also endorsed, ―The interest of the higher authorities also matters a lot for innovation‖.

R15 from the traditional category library said, ―Vice chancellor and administration is supportive towards the library. They like to have new things but they cannot their way due to their engagements and other pressure‖. R11 from the same category also stated, ―The vice chancellor is very keen towards innovations‖.

Further questioning from both the librarians of the traditional library category has revealed that although the vice chancellors are supportive but do not take a direct interest and do not get involved to uplift the library due to their personal busy routines and other priorities. So, it can be inferred that the priority and personal interest of higher authorities can change the prevalent situation in the libraries easily.

4.8.5.9. Higher Education Commission.

It has been mentioned earlier that the Higher Education Commission is an accreditation body in Pakistan and it also facilitates the funding of public and private

139 sector Universities. The body also controls and monitors rules and regulations. Other accreditation bodies of various disciplines like PEC (professional Education Center),

PMDC (Punjab medical and dental council), and HED (higher education department) set some criteria for accreditation. These criteria set for the libraries eventually build pressures which in return become a stimulating force for bringing change in the existing situation of libraries. Traditional type library leaders mostly considered the

HEC policies as stimulating factor. Four leaders of non-innovative libraries of the public sectors are of the view that HEC is working as a pushing force for innovation.

R14 mentioned, ―HEC funding and criteria have resulted in bringing change and innovation in libraries… Databases provided by HEC are very beneficial for the research community of universities‖.

4.10.10. Library & Information science Schools.

R10 from the innovative library mentions, ―Library schools can also be a stimulating factor for bringing innovations‖.

4.8.6. Users Groups and Professional Roles

The questions regarding change in professional roles has been asked with an aim to achieve the last question of the study i.e., How the professionals‘ role of university librarians for digital scholarly communication is bringing change in university libraries? It is evident from the literature that in developed countries, role of library professionals are changing and now they are becoming a part of managing scholarly communication a well. Resultantly, user groups of scholars for publishing the researches are more contacting with the library professionals (Jantz, 2012).

Regarding the new professional role i.e., participation in publishing the scholarly communication was not found in any library. It is not yet adopted in most

140 innovative type of university library. This concept was new for the most of the professionals. Although, many professionals had adopted many more responsibilities relating to technology and research, e.g. electronic reference service, organizing the workshops on various research tools like SPSS, Endnote, Nvivo etc.

R2 from library of an innovative category explained, ―In past students used to come to take books, but now they come to get information regardless of the format of the information. Now they demand information and not a specific book anymore.

They request for the information online without even coming to the library. All type of students: graduates, under graduates, M.Phil., Ph. D scholars and faculty use the library with an equal frequency‖.

Three library leaders are of the view that researchers and scholars use the library for the purpose of searching and obtaining literature. R8 from a relatively new university library stated, ―Since the university has introduced newer disciplines, a number of students of the newly offered subject visit the library more often. ―Subject wise change, e.g. as the department of Pharmacy started, then the subject wise user change. Students are of mixed nature. Graduate, undergraduate, post graduate, scholars and faculty visit libraries‖.

R14 from a traditional category library mentioned, ―As far as the academic level, users groups have not changed entirely. All graduate, under graduate and scholars use the library. However, so far as their seeking behavior is concerned now they prefer to ask for a piece of information directly and the demand of books is not as high as it used to be in the past. The frequency of users may get changed when some new discipline or a degree programme starts in the institution. The new students of that particular discipline rush to the library in greater numbers‖.

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It appeared from the above statements that user groups include all type of students, however, scholars and researchers are also turning towards libraries because of availability of HEC databases and for using other important resources. Students of newly introduced discipline more often visit the library. Hence, as such no new user group like journal editor is emerged and it is same as was in past with slight extensive needs.

4.8.6.3. Future of the Academic libraries.

At end of the interview, a concluding view regarding the expected future of academic libraries was asked from the library leaders. All twenty library leaders regardless of type of library commented that academic libraries in Pakistan will surely exist in future. However, libraries could only meet the future requirements of users without reimaging and transforming the role and services by adopting innovations more productively.

4.9. Summary and Concluding Remarks

Perceptions of both categories of library leaders did not dissent. More or less both think in the same manner. In management culture, category of innovative library leaders were found serious in adopting a strategy of socialization through staff meetings and higher authorities alongside mentioned reward; followed by accountability and other measures for the assessment of employees. In contrast, among traditional category library leaders, no one was exercising a strategy and policy for bringing improvement. Ample amount of successful innovative projects were found in innovative category libraries unlike the traditional libraries. The innovative category library leaders were found continuously engaged in bringing new projects. However, intensity of barriers and magnitude of supporting factors may vary

142 case to case. Only sole factor is not responsible for making the case innovative or traditional. Developments in roles of professionals were found, however, no library leader was involved in publishing the scholarly communication. All leaders were found optimistic for the sustainability of libraries.

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CHAPTER 5

DISCUSSION

This chapter interprets both the quantitative and qualitative findings discussed previously in Chapter 4 of this study. Furthermore, the findings of the study are discussed in the light of existing literature.

5.1 Overall Status of Innovations in University Libraries of Pakistan

Library and information professionals are expected to introduce innovations in the libraries owing to the rapid change in new technology, users‘ expectations, and a change in teaching and learning practices in higher education (Cox, 2010; Malhan,

2006; Stoffle, Allen, Morden, & Maloney,2003; Sweeney, 2005; Waghmare & Salve,

2014;

Ward, 2013). While realizing the present and future need of reinvention and innovation in academic libraries from an idea available in literature; exploration of status of innovation in university libraries of Pakistan is much needed at this time.

The findings of first research question were based on quantitative data collection and analysis was summarized in Table, 4.8. It revealed a feeble status of innovations in university libraries as a large majority (143 out of 183) did not have any of the listed innovations. In other words more than 78% of the libraries were found on a traditional setup. Only 16 % of the libraries were having a better number of innovations.

Moreover, most of the innovative libraries were generally found in the federal capital city Islamabad and in the big cities of Punjab and Sindh province. Shan and Shaheen

(2013) also reported a better status of libraries in Islamabad. Khyber Pakhtunkhwa,

Baluchistan and Azad Jammu Kashmir university libraries were showing a more alarming situation. It showed that the innovative category libraries with the better

144 status corresponded with the better infrastructure in terms of economic, social and stable political conditions of the area. However, an overall incapacitated scenario pointed towards a traditional old fashioned library services and setup in large majority university libraries of Pakistan. Ratio of innovative libraries even in better regions is not much satisfactory.

Furthermore, it emerged that the overall conservative and traditional scenario is a sign of status quo. The local literature in this context already mentioned, ―To continue with the status quo in Pakistan and elsewhere impedes the progress in these developing countries. It hampers the much needed growth of knowledge societies able to compete effectively with rest of the world, and will keep education from helping individuals to develop their human potential‖ (Ameen & Gorman, 2009, p.99). In another study, Ameen (2006, p.195) examined the status of library professionals stating, ―…With some exceptions, they prefer the status quo and are not innovative and dynamic‖. Literature of developed countries even warned that, ―The status quo is a major resistance for the innovation. The organizations that get into trouble are historically the ones that are unable to adapt to change and respond quickly enough‖

(Hsieh, 2010, p.12). Other researchers have also pointed towards the professional inertia and reported that the norms and culture of academic libraries in world are generally considered as bearing a status quo (Hamel, 2000; Jantz, 2017). Researchers in other disciplines also made responsible the condition of status quo as a major cause for the failure of adopting and implementing the innovation (Pfeffer & Sutton, 2000).

Hence, breaking the inertia and status quo is most important. In other words, transformation of culture within institutes is more important for innovations to compete in this era. Maloney, et.al. (2010) advocated that a cultural change in libraries is the most desirable element. A positive culture that supports creativity is a

145 need of time. Hence, professional status quo that is leading to the traditional setup is a root cause of lowering the status of academic libraries.

5.2 Innovations in Physical Environment

The research question 2 answered by observing the status of innovations in the physical environment. It provided an opportunity to analyze the interior of libraries. It also helped in triangulation and comparing the details of the services as mentioned on the websites. It is also considered as an important innovation in list of 40 innovations, used as research tool in our study. Various studies advocated for bringing change and innovation in physical environment. The spaces of academic libraries need redesigning to meet the present and future requirements. The physical layout should facilitate the new styles of pedagogies, including virtual collaborative and interactive learning modalities. Moreover, library environment must have conformity with the values, mission, and goals of the institution. That means emerging information technologies can be combined with traditional knowledge resources in a user-focused, service-rich environment that supports today‘s social and educational patterns of learning, teaching, and research (Freeman, 2005; Gotsch & Holliday, 2007; Lewis,

2007; Martin & Murray, 1994).

As discussed earlier in literature review section, the concept of a service, the client interface, the delivery system and technological options are the four dimensional features of service innovation (Hertog, 2000). The sample with better innovative status depicted that libraries have allocated spaces for accessing digital collection. Discussion and meeting places are properly managed other than the silence zone for interaction and discussion among students and teachers etc. Public service and technical areas were also developed to work smoothly and efficiently. In most of the libraries of better status temperature was well controlled through using air

146 conditioners in summer and heaters for the winter. Timings were also comparatively long as compared to the libraries of traditional category. Architecture of the libraries were designed and established according to different aesthetics and level of resources: space and funds etc.

But in traditional libraries there was the usual space shortage issue. In most of the libraries, computers were placed in a row along with the walls of the main reading room and discussion rooms were not available. Either the building of the libraries were old and congested where print material had occupied a large area or the space; or the library was not big enough to accommodate the further purposive division. In the light of results, the library professionals of the traditional category need to start taking initiatives to improve the physical environment by convincing the higher authorities of campus.

The triangulated findings regarding the services mentioned on the websites and observation were found similar. Universities with better academic status and repute possess libraries with a more or less better lay out. Similarly, it is also notable that most of the universities with better innovative status were located in cities with better infrastructure. It appeared that the infrastructure of a city might affect the state of the libraries, as did the status of the institutions themselves. University libraries upgraded from a college status except for two cases were found to belong to the traditional category. The physical environment of the libraries that had recently acquired the status of universities was worse than that of the older universities‘ libraries. This means that universities with a long historical background and those that have been existence for a short period have differences. No notable discrepancy appeared between the findings of section I and II. The innovations in physical environment in traditional libraries were not satisfactory and were in need of serious

147 attention. Freeman (2005) stressed, ―It is no surprise that the traditional library we inherit today is not the library of the future (p.2)‖. Nair (2000) advocated the new learning environment as a most desired innovation to improve the education even in the United States. It would seem that the LIS professionals with top management of universities must take quick steps to improve the environment to make it compatible with the present needs.

5.3 Characteristics of innovation are as understood by university librarians

The perceptions of library leaders were obtained for the sake of triangulating the findings of first phase and to examine the important responsible factors in local settings. The respondents were selected on the basis of their experience and leading position in the university libraries. The purposive selection included the individuals occupying a position like, senior librarian, in-charge librarian or chief librarian. A research by the Advanced Institute of Management Research with the CMI focusing on the role of leaders in innovation (AIMR, 2005) suggested that leaders have a dual role in innovation: (1) as motivators – inspiring people to transcend the ordinary and

(2) as architects – designing an organizational environment that enables employees to be innovative. It is also assumed that in this study, the prime responsibility to introduce the innovation lay with the professionals at top positions in the respective libraries. They are supposed to adopt a leadership role in addition to their role in a managerial capacity. They should be aware of the importance of innovation in their organization (Cloe et. al., 2009; Jantz, 2012; Jantz, 2013; Makri & Scandura, 2010;

Wright, 2001).

As seen in the literature (Bessantet.al., 2005; Eisenbeiss et.al., 2008; Zahra &

Covin, 1994) and reflected in the results of this study too, it emerged that innovation is very important for the improvement of libraries. The leaders of traditional category

148 also stressed on the importance of innovation equally, as they were also anxious for bringing the innovation. No significant difference of opinion was found among these two extreme groups. The characteristics of innovation reported as: approach-lead to survival/progress, new service/method…for improvement, change in SOPs‘; service; resources for deriving benefit/betterment…new things including technology-to satisfy the needs of users, modification in existing activities- for improvement of setup/systems…., are consistent with the some combination of the four dimensions of service innovation discussed earlier by Hertog (2000).

Here again while reporting the characteristics, no difference in point of view were found among themselves and literature. These findings pointed out that the leaders at top level position were not ignorant of the developments taking place around the world and they already had a basic understating of the phenomena of change and innovation and know well to focus users‘ centric approach.

5.4 Involvement of Library Leaders in the Innovation at their Institutions

In order to probe into the activities and involvement of the library leaders in their institutions, the management culture, including management style, strategy, and projects within the libraries, were necessary to investigate. For the successful adoption of innovation, an effective management requires an approach of socio- technical systems to all aspects of the organization that include the people and the process as well as technology-related issues (Adam, Bessant, & Phelp, 2006).

The current study weighted the ―participatory‖, ―consultative‖ and

―democratic‖ style as the most opted management style. Autocratic or bureaucratic style was not mentioned by anyone. Again both extreme category library leaders did not provide a significant difference of opinion. All respondents quoted their

149 relationship with their team as accommodating and facilitating. Only one leader mentioned that a different style suitable with the situation was opted for, by keeping in mind the nature of the assignment. Like the base study (Jantz, 2012), most of the respondents‘ comments related to their roles as managers, and discussed their actions that might facilitate routine matters of the libraries. However, there was a little discussion about how they might assume a leadership position to facilitate major innovation. No respondent presented the concept of changing culture explicitly.

Findings of this study reveal that is also evident in literature (Chen & Huang,

2009; Damanpour & Aravind, 2012; Eisenhardt & Martin, 2000; Jantz, 2017) appropriate strategy can bring successful innovation and change in the libraries.

Further, motivational elements like reward system and recognition facilitated much in the libraries of innovative category (Ceylan, 2013; Chen & Huang, 2009). As for the strategy, all leaders of innovative category leaders were found engaged in formal daily/weekly/ monthly/annual meetings with team and even with higher authorities.

Some of the leaders also quoted incentives for some extra ordinary work, ACR‘s, and other motivating efforts to create a management culture that can flourish innovation.

On the other hand, traditional category library leaders did not declare any formal strategy that lead innovation. This factor clearly discloses a gap in management.

Although, at the beginning of the study, leaders of traditional category libraries highlighted the importance of innovation as most important for the survival of academic libraries, eventually it was disclosed that there were some management flaws at their ends. This might be due to a behavioral conflict that causes a gap between talk and action:

Even when organizational members recognize that a specific change would be beneﬁcial, they often fall prey to the ‗knowing– doing gap‘.

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That is, they often fail, for a variety of reasons, to actually do the things that they know would enhance performance or morale. Organizational members may adhere rigidly to the past, fear reprisal for suggesting bold changes, or substitute talk for action… The result, unfortunately, is a failure to adopt, and certainly to implement, potentially beneﬁcial innovations. (Pfeffer & Sutton, as cited by Klein & Knight, 2005)

So, failure to take a formal step depicted a lack of interest on part of the library leaders of traditional category. Rowley (2011) explained that a well-ordered strategy for innovation is necessary to ensure efficacy. A focus is placed by appropriate strategy on innovation and communicating the professionals‘ commitment to bring change for the survival in a challenging time.

Regarding innovative projects, most of the innovative category leaders list down a number of successful ventures. Most of them resembled with the listed innovations. A variety of ventures of innovative category included: renovation, provision of technology enabled environment, video conferencing facility for the users, SMS service, reference service through email, lending facility of

Kindle/IPad/laptops, Information Commons, charging station, finishing corners, extension of timings and days, etc. This is likely because these departments facilitate user interaction, and the service innovation dimensions of the client interface and technological options (Hertog, 2000). The technological innovations which most libraries had implemented (e-books, online research assistance, mobile apps/website, presence in social media, and digital libraries) map to the technological solutions and possibilities as per Hertorg (2000)‘s dimensions. The findings also correspond to an ambidextrous orientation i.e. both radical and incremental innovations were adopted in the libraries of innovative category. ―The ambidexterity of the organization is characterized by the ability to simultaneously conduct exploratory activities while

151 also supporting and enhancing current services‖ (Jantz, 2015, p.524). Further it was reported in his empirical study that the ambidextrous orientation have a positive and significant impact on the innovation performance (Jantz, 2015). The adoption of entirely new innovation in addition to a refinement of some other already existing process, product or service is fruitful for focusing the user centric approach of academic libraries.

On the other hand, few traditional libraries presented the automation of library, the HEC databases and one library leader pointed a section for the students with visual impairment as a successful project. Most of the traditional libraries did not have a single project. The difference of output between the two types of libraries was visible. The presence of an appropriate strategy and a good number of successful projects were clearly showing a contrast in the innovation management in two types of extreme samples. These findings have significant implication for raising awareness and guidance among leaders of traditional libraries regarding the gap in their management for the planning of strategies and useful possible innovative projects.

5.5 Barriers in Innovation Management

In Pakistan, the problems obstructing the innovations are numerous. The qualitative data extracted from the interviews disclosed many barriers against innovation. Statements of respondent showed that employees‘ non supporting attitude and lack of trained/skilled and knowledgeable staff as the most common barricades.

In reality, innovation is hard to bring by a single individual. It requires a behaviorally integrated team comprising of the higher authorities (top management) of university and library professionals in a leading position. ―The top management team (TMT) is the relatively small group of influential leaders and managers at the top of the organization…. the TMT is defined as the university librarian and direct reports‖

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(Jantz, 2015, p.29). It is cited as having a significant control over the innovation magnitude (Jantz, 2013; Lubatkin, Simsek, Ling, Veiga, 2006; Wiersema & Bantel,

1992). It is evident from the literature that the ―members of the less behaviorally integrated team are likely to withdraw into their own domains where they have undisputed control. This behavior is typical of the classical manager in which rules and processes become dominant and that lead to support of the status quo‖ (Jantz,

2015, p.15). It is emerged that a non cooperation and strict dominance of rules and regulations by the higher authorities, especially in the public sector impede the innovation and some solutions are required to solve these kinds of problems at the workplace.

The high frequency count of other factors like a lack of knowledge and skills were also found to be also very common barriers and have already reported in the literature. This finding is also convergent with some local studies conducted by various researchers. Ramazan and Singh (2008) concluded in his research, in

Pakistan, many IT-based innovations are not being adopted and implemented in the libraries due to a lack of trained and skilled staff. New technical knowledge and skills is of great importance for the adoption and implementation of many technical innovations. For many people, it may be tedious or stressful to work with the complicated new technological innovations (Smith, Green, 2002; Klein, Knight,

2005). Without enhancement of knowledge and skills through trainings, the scenario would pose only fears difficulties. Islam et al., (2015) found a strong relationship between knowledge management and innovation. It was explained by them that incorporating the KM would lead to creation and innovation, with new service outcomes. Managing the tacit and explicit knowledge of both library employees and users is important. This helps create new knowledge, and an environment for creating

153 new or improved tools and library services for user communities. To do this, libraries need to increase collaboration and interaction both amongst employees and between the employee and the user. This will enable service workers to proactively understand, assess and respond to user needs through continuous innovation in services (Islam et al., 2015). In the present scenario, we need to be ready to invest in ourselves by acquiring new skills and looking at problems in new ways (Lewis, 2007).

The demographic data of library leaders represented that most of the professionals were in middle aged and it is quite possible that due to age factor, the professionals were reluctant or less able to learn new skills and competencies. A study conducted by Charness and Boot (2016) reported that with aging, perceptual abilities, cognitive capabilities, and psychomotor declines comes a non-supportive attitude for accepting a change. In this situation a team with diverse skill set and age groups might prove better to manage the gap in capabilities.

Moreover, other barriers are also creating impediments to innovation management such as a lack of leadership qualities, shortage of staff, budget and space constraints, lack of rewarding systems, insufficient recognition and fear of failure.

The global financial situation is facing an economic crisis. The higher education sector is increasingly constrained and institutions are being forced to work under short budget. There is a growing body of literature devoted to highlighting a budget cut as a serious issue (Fields, 2002; Hebel, 2002; Mary & Alan , 2003; Stoffle, et.al., 2003).

The situation regarding the shortage of resources is even worse in developing countries. Working in scarce resources is a real challenge especially when transformation is pointing for more radical innovations. The radical innovations are mostly technology based that require more or a re-allocation of budget. Other factors

154 like shortage of staff and space are also a product of this economic shortfall in a developing country.

However, factors such as a lack of recognition, fear of failure etc. are more likely due to a conservative mindset. The leaders at commanding positions can reduce the magnitude of such types of barriers by adopting effective human resource strategies. Human resource practices are the essential means by which an organization can influence and shape the skills, attitudes, and behavior of staff to improve the innovation performance (Chen & Huang, 2009).

There are many factors which are responsible for not acquiring the innovation with rapid pace. A single factor alone is not responsible for the whole situation. The varying sets of barriers exist in each case. To diagnose the hindrances, each case needs a thorough investigation, so that the case can be resolved with a solution.

However, solutions are not always easy to arrive at as many factors are beyond our own control. Although, a brief description of stated barriers, I believe, will help in raising the awareness among librarians about the shortcomings. A true realization for the shortcomings can also lead to the path of improvement, if it is considered as a lesson for the improvement.

5.6 Supportive and Stimulating Factors

‗Technology‘ received a high frequency count as a pushing force for innovations in the libraries. A bulk of literature has reported technology, ICTs‘, digital objects as a major factor for re-structuring the academic libraries. The libraries are currently facing external pressures brought about by changes in information technology. It has caused an accelerated change in some aspects of higher education and in the millennials‘ attitudes (Bell, 2014; Jantz, 2017; Maloney, et.al, 2010). 70% of leaders of innovative category and 50 % traditional library leaders ranked technology as the

155 most important factor pushing the libraries to facilitate the users in a new way. Jantz

(2012) stated that turbulence and change in external environment can lead to the adoption of innovation in organization. He further considered technology to be complimentary for the academic libraries. Technology provides the chance for librarians to innovate, boost quality, measure success, and align services with the priorities of their organizations. With technology, librarians can reintroduce themselves as visible, valuable, and essential partners in achieving common goals

(Anderson et.al, 2014). Hence, library professionals need to take the technology as an opportunity not as a threat.

Surprisingly, ‗users‘ demands‘ and ‗higher authorities of the organization‘ were reported as the second most reported supportive factor by the library leaders of both categories. It is evident from the literature that the users‘ new demands due to creation of seamless information architecture, knowledge organization, digital development, and other innovations which were not available in the past, are acting as opportunities for academic library staff to bring and creativity in the libraries

(Birkinshaw, Hamel, & Mol, 2008; Maloney, et.al., 2010; Tait, Martzoukou, & Reid,

2016). The lack of higher authorities‘ interest was pointed out as a barrier by seven leaders of libraries from the traditional category. Similarly, interest of higher authorities is reported as a supportive factor by 2 traditional category library leaders and 5 library leaders of innovative category. This shows that for bringing change and innovation, personal interest of the Vice Chancellor i.e., higher authority in the universities is very important. This shows again that innovation in academic libraries has a positive relationship with TMT behavioral integration

(Jantz, 2013; Jantz, 2015; Lubatkin, et.al., 2006; Wiersema & Bantel, 1992).

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Precisely, vision and good planning (being two elements) are reported by 5 and by 3 of library leaders of innovative category as a positive factor, respectively, which support innovation. Both qualities are important characteristics of leadership. The finding of this study resembles with other some other studies. Like,

Kotter (1996) mentioned that ―effective leaders focus on the future and make sure of a solid plan. Without an appropriate vision, a transformation effort can easily dissolve into a list of confusing, incompatible, and time-consuming projects that go in the wrong direction or nowhere at all‖ (p.122). Further it was also find out that

90% of the leaders of IL reported ―lack of leadership skill‖ as a barrier and only 20

% of the TL leaders reported it as barrier. Again while stating leadership qualities;

‗vision‘ and ‗planning‘ most of the IL raised the opinions. But no TL leader expressed such type of quality as a supporting factor. This difference and gap of presenting leadership as an important factor shows that the TL leaders are lacking in some important element and there is a need to push them regarding some learning about the effectiveness of leadership. Ameen (2011, p.177) felt the sensitivity for the prevailing scenario of libraries and librarianship and put an awakening call in these words, ―the evolving paradigm requires visionary professionals with leadership traits in order to foresee future, and plan accordingly.

Changing LIS management era into LIS leadership era is the challenge of competitive age‖. It appears that the challenge of innovation and leadership are closely related and without bringing a ‗LIS leadership era, pace of innovation in libraries will remain disappointing. Many other studies also reported that the transformation is not possible without a strong leadership (Cameron, 2006; Carneiro, 2008; Stoffle &

Cuillier, 2010).

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Some respondents also mentioned that a competent and cooperative team/staff member has a significant impact on innovation management. It is evident from the studies that technology alone is not sufficient to bring innovations.

It is the team and staff members that create a difference in an organization

(Edmondson, Bohmer, & Pisano, 2001; Yeh & Walter, 2017). Incentives/recognition, seminars/ trainings, professional organizations, HEC and library schools were also mentioned as supportive factors in bringing innovation by a few library leaders.

5.7 Professional Roles and Users Groups

It is reported in the literature that innovations is usually motivated by a specific need of people: students, staff, researchers etc. Findings from this study do not support the ―base study findings (Jantz, 2012)‖. According to him,

―undergraduate students and faculty rarely come to the library and new groups of users for getting support for publishing their print journals into electronic format‖.

He further added, selling of library service is also a changed role of the library

(Jantz, 2012). However, according to the findings of this study all previous users group, student of undergraduate, graduate, master‘s level, scholars and faculty use the library almost with the same intensity as they did in the past. However, with the introduction of a new discipline, students and faculty of that new discipline visit the library most often. Due to the HEC databases, researchers also use the library more often. However, no special or different groups of users were emerged.

No new group for getting the support for e-publishing of journals was observed even in the most innovative category libraries and the trend of selling the services of library is still not in practice. This showed that in developed countries libraries are expanding the professionals‘ roles towards scholarly publication (Jantz, 2012;

Jantz, 2015 ; Jantz,2017; Meier, 2016 ; Scarbrough, Robertson, & Swan , 2015), and

158 moving towards a businesslike approach as well (Jantz, 2012) to overcome the economic pressures as well. ―The scholarly communication process generates models, research data, working papers, blogs, emails, and lab notes (Jantz, 2017)‖.

The researcher further added, ―By developing new knowledge in how these resources are created and used, the librarian can leverage existing skills to preserve and provide access to these emerging new formats, thereby enriching the scholarly communications process‖. Although, the roles of library professionals in Pakistan are taking initiatives to facilitate the users in coaching and delivering literacy for research database, research tools and software‘s and providing electronic reference services, this type of role is more compatible with the local demands of the users at this time. But, the trend towards archiving, publishing, supporting editors in publishing e-journals, research data management, is far behind from the developed countries.

The pervious sections of study like barriers, supporting factors, involvement in innovation are more or less supported by the studies somehow, but regarding scholarly communication, the findings of this local study indicates a gray area. Hence, professionals of LIS need to start thinking for adoption of this kind of innovations in addition to the previously mentioned indigenous innovations to become visible on the world globe in the future.

5.8 Future of Academic Libraries

The responses of all 20 leaders of both categories showed a consensus on the sustainability of academic libraries. They were of the view that university libraries will exist in Pakistan. The respondents were confident enough because the accreditation bodies and the HEC have declared the presence of a library as mandatory for each university. However, innovation and change in libraries is quoted

159 as indispensable to remain compatible with the changing requirements of time. At the end of study, all respondents realized and expressed that without modification and transformation, libraries will lose the respect in the parent organization. Hence, innovation is the only way to thrive in the future. A statement by Lankes (2011, p.32),

―I am optimistic that we can choose our future. But the future vitality and relevance of libraries depends upon the actions we take now. The longer we wait, the less time we have to successfully transform‖, is found true and the LIS professionals of Pakistan must fill the ‗‗knowing– doing gap‘‘ (Pfeffer& Sutton, 2000), to remain on the globe.

At the end it is also necessary to mention that the transformation is only possible by adopting a leadership role with a clear vision of the future; without it, innovation in libraries would remain a dream.

5.9 Chapter Summary

Most of the libraries of the country are not equipped with the innovations.

Library leaders must be prepared for bringing innovation at a faster pace than the present one. Most of the leaders of the traditional category lack in a clear strategy.

Similarly, the number of successful projects in traditional libraries is not worth mentioning. However, innovative category library leaders had a good lead in terms of strategy and innovative projects. A different set of barriers bearing lack of resources, skills, training, leadership qualities, status quo, interest of administration are mentioned by the leaders. Stimulating factors included technology, users‘ demands, good team/staff, interest of higher authorities, HEC, leadership qualities, platforms for professional socialization like seminars, workshops etc. A grey area regarding scholarly communication is emerged from this study, which will become a base for further studies and is found essential for practical adoption in academic libraries setting to achieve the mission of higher education.

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It would be an extension of our own professional role i.e. preserving, delivering and organizing the knowledge.

Chapter 6 presents summary of findings, conclusion and recommendations.

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CHAPTER 6

SUMMARY, PROPOSED FRAMEWORK AND RECOMMENDATIONS

6.1 Summary

This sequential explanatory mixed method study was conducted to gauge the status of innovation in university libraries of Pakistan. In addition, this study focused on the innovation in the physical environment and the perceptions of university library leaders perceptions towards the importance of innovation, management, barriers, and supporting forces and expected future of the libraries, so as to suggest some effective recommendations and further future research.

This chapter summarizes the research design; findings presented in chapter 4, conclusions, and present recommendations about the implication for practice and propose research for the future.

6.1.1 Research Design

The study adopted sequential explanatory design and was completed in two phases. In the first phase, quantitative data was gathered from the websites of all 183 universities of Pakistan. The number of listed innovations was compared with the information mentioned on the website of each library‘s website. Status was analyzed by using simple descriptive statistics. A purposive sample of 10 libraries with traditional setup and 10 with better innovative status were drawn from the capital city of Islamabad and cities of the Punjab province.

Data in the second qualitative phase was obtained from December, 2016 to

March, 2017. In this phase, a semi-structured observation was conducted to explain the innovations in physical environment of the selected cases. Semi- structured interviews were conducted from the library leaders (head librarians) of 20 university

162 libraries. Prior permission was taken before going to the place of the interview.

Interviews were conducted to get a deeper understanding and perceptions of the leaders regarding the innovation in actual context and to find the explanation of ground realities. All face-to-face interviews were audio recorded, with consent, and later transcribed as the primary data of the study. The emerged themes, sub-themes and cods were presented and interpreted on the basis of their occurrences and comments, statements, and the interpretation were reported.

6.1.2 Summary of Findings

Major findings are summarized in the following section:

Research Question 1- ―What is the status of innovations in university libraries of Pakistan?‖- Websites of all 183 universities were analyzed. According to the analysis of information provided on the websites, the overall scenario of innovations in university libraries was not very satisfactory. A large majority (78%) were found without any listed innovations. Only 16% of the libraries of the country had 3-14 listed innovations.

In Islamabad, out of total 21, only 6 libraries were ranked as innovative and remaining 15 libraries as traditional. Almost 53% of libraries possessed some number of listed innovations. The data gathered from the websites‘ review clearly indicated that the number of innovations is better in the Federal capital Islamabad than other provinces and regions of Pakistan.

It was inferred from the statistics that a large majority (76%) of the university libraries in Punjab province had no innovations according to the list and marked as traditional setup libraries (TL). Only 14 out of 58 libraries possessed one to fourteen innovations and marked as innovative libraries (IL). However, one private sector

163 university had as many as fourteen innovations matching to the listed ones and possessed highest number of innovations.

In Sindh, again 45 university libraries out of 55 did not have any listed innovations. A large majority (82%) of the libraries was on traditional status without having a sign of innovation. Only 19 % of the libraries had one to 14 innovations and out of this only 16% university libraries possessed a range of three to fourteen innovations. Although, Sindh is a well populated and have a better infrastructure of institutions like the Punjab, but status of innovations was not found much appealing.

The total number of universities in Khyber Pakhtunkhwa is thirty-four. A large majority of libraries did not have any of the listed of innovations. As per the benchmark, only two of them having 6 innovations are considered innovative. It showed that the numbers of universities are much less as compared to Punjab and

Sindh and state of libraries was also not good.

The statistics drawn from the website review shows that in Baluchistan province, a large majority of the university libraries (87%) still have a traditional setup and have not adopted any innovations. It was also inferred that the state of university libraries in this province is poorer than those of Punjab and Sindh and is almost similar to KPK.

All seven public/private sector universities In Azad Jammu Kashmir did have any of the listed innovations. Hence, it depicted a poor infrastructure of the educational institutes of this region.

Research Question 2- How the innovation is observed in the physical environment of the libraries?‖ - 20 sample cases of libraries were observed. Findings obtained through observations showed that 10 libraries with better innovative status

164 do have a better infrastructure in terms of the physical environment. Most of the innovative category libraries possess spaces designed according to the latest needs of users. The innovations in the physical environment were positively observed in the libraries which were ranked innovative and spaces accommodated the use of digital contents as well. On the other hand, demarcation of the traditional libraries was not very suitable to facilitate the latest needs of users. In a few libraries, minor suitable redesigning was observed. Innovations in physical environment in traditional libraries were rarely found.

Research question3 - What the characteristics of innovation are as understood by university librarians? After getting the demographic information, the basic questions about the importance and characteristics of innovation was asked about from all the leaders of sample case. TL leaders stated innovation as: ―be a matter of life‖, ―Critical‖, ―foremost‖, ―imperative‖, ―pivotal‖ etc...,While, IL leaders also used the words for importance of innovation: ― so important‖, ―far reaching‖, ―vital‖,

―critical‖, ―upper most‖etc…Hence, in perceptions of both type of library leaders, innovation was found equally important.

TL leaders defined the innovation as, ―an approach that lead to survival or progress, new service and methods for the sake of improvement, change in SOPs‘; service; resources for deriving benefit and for bringing betterment etc…‖. IL leaders also defined the innovation as, ―new things including technology to satisfy the needs of users, modification in existing activities for improvement of setup/systems etc….,

It emerged that all library leaders were well familiar with the characteristics of innovations. Even the leaders of traditional category library also replied positively and mentioned the importance and characteristics as close to the ones reported in the literature.

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Research Question 4- ―How the library leaders are involved in their libraries‖ was achieved by inquiring about the management style, strategy and implemented projects. Regarding the management style, most of the leaders of both categories quoted the applied management style as collaborative, consultative and democratic.

However comments regarding strategies and projects were different between the leaders of both categories. Innovative category leaders opted for various strategies like formal meetings, assessment, incentives or rewards, for creating a favorable management culture for innovation in the library. On the other hand, traditional category library leaders lacked in strategy and did not supported innovation by adopting a formal practice. A range (3-14) of successful projects was mentioned by leaders of the innovative category library. Introducing the facility of video conferencing, institutional repository, information common, Video conferencing, establishing conference/ discussion rooms, IL programmes, Discovery inhouse built,

Room for visually impaired users, lending laptops, tabs, HEC databases etc…..On the other hand, TL leaders did not mentioned a good number of successful projects. In few TLs automation, HEC digital library and in one, a section for visually challenged students was considered as successful projects.

Research question 5 was investigated by identifying the barriers in the local context. According to the perceptions of the library leaders, budget shortage, a lack of staff, a lack of training, skills/knowledge, shortage of space, attitudinal / behavioral barriers, lack of leadership qualities, lack of incentive/reward/recognition, fear of failure, higher authorities‘ vision/non supportive attitude, and the unavailability of library culture in the society, were the barriers in managing the innovations. Lack of incentives, rewards and recognition was most cited by the public sector library leaders. Fear of failure is mentioned by the private sector library leaders. Attitudinal

166 barrier is mentioned equally by both type of TL and IL leaders. Lack of interest of higher authorities was significantly mentioned by the TL leaders and lack of leadership quality in professionals was highlighted by the IL leaders.

Research question 6, regarding the supporting and pushing of forces of innovation was achieved by analyzing the perceptions of the leaders. A large majority ranked ‗technology‘ as a major pushing force. Positive qualities of the leaders like vision and affective planning, competent and knowledgeable staff members, incentives rewards, appreciation, trainings, seminars and socialization with professionals, professional organizations, demands of users, higher authorities such as vice chancellors, the Higher Education Commission, library and information science schools were considered as supportive factors for bringing about innovations.

Affective planning and vision of professionals was counted as a positive factor by the

IL leaders. While support of HEC was reported by the TL leaders as a pushing factor for bring innovation.

Research question 7 - How is the innovation affecting digital scholarly communication, professional roles and specific user groups in local context? - examined at the end of interview. The role of professionals was found to be facilitative towards the support of scholars and researchers in allowing them to learn databases, research software and tools and conducting useful workshops in addition to the pre-defined role of librarianship. However, no formal practice was found to facilitate the scholarly communication i.e., conversion of print journals to the electronic format with the cooperation of editors of research journals and preserving, archiving and managing the research output of the organization. Only few libraries built institutional repositories. No, library leader mentioned anything for research data management. Only three library leaders mentioned institutional repository as

167 their successful projects. Libraries were also found to have not adopted a business like model yet.

Users group of libraries were found to be the same as in the past, like students of all level, faculty, researcher scholars and staff. No new group, like editors of research journals were involved with the library professional to convert the research contents into digital format. The literature mentioned that this type of users group is emerging in the developed countries. The role of professionals in scholarly communication is found to be in the grey area in the context of Pakistan, which requires the attention of university library leaders.

All the respondents were found to be optimistic for the future of academic libraries. Due to the Higher Education Commission‘s requirement of mandatory a library, most of the library leaders considered the existence of libraries as safe.

However, at the end, all of them especially the traditional category library leaders realized the need for adoption of innovations to remain relevant with the changing demands of users in 21st century.

6.2 A Proposed Framework of Innovation Management in Academic Libraries (IMAL)

The findings and literature used as theoretical framework led the researcher towards the development of a proposed innovation management model for leaders of academic libraries in Pakistan. Many authors (Eisenhardt, 1989; De Vaus, 2001;

Dooley, 2002; Yin, 2003; Nazari, 2010) supported the idea of building theory

(explanatory model or framework of ideas) from case studies based on findings. Yin

(2003) explained that the theory is not expected to be a grand theory in social science, the goal is to ―have a sufficient blueprint for your study‖ (p. 29).

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This proposed framework is an illustrative and logical (step by step) attempt to present the important elements of innovation management process in the academic libraries of Pakistan. The aim of this proposed model presentation is to gather significant aspects of the situation in a logical manner. To generate new theories or ideas rigorously one has to go through multiple aspects of the situation within context.

Therefore, this research based proposed framework can be used as a stimulus and as a guide for future researchers who may be interested to look into the situation regarding innovation management in academic libraries. It was attempted to present a more realistic framework of IM model for the library leaders. The model will be helpful for stimulating and supporting the innovation in academic libraries.

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Innovation Management

New Knowledge External environment Internal environment (Organizational Structure0

Clients’ need & expectations

HR Development Disruption Willingness of staff & Competition for resources organization Formal & informal learning Community expectation Organization’s Barriers

about emerging trends/ Innovation modes of services/products & possibilities/opportunities other developments

Realization Analysis of internal & external environment Strategic planning to overcome barriers & execution

Innovation in any of the:

Process/ Product/ Service

Technical/ Administrative/Inn physical layout

Figure 6.1: A Proposed Framework of IM in Academic Libraries (IMAL)

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This study focuses on a class of nonprofits – the institutional nonprofit – and the academic library as a special member of this class. In the institutional environment, the nonprofit appears to compete more for social fitness rather than economic efficiency (Powell, 1991, p. 184). Researchers have suggested that leadership is one of the most influential predictors of innovation in nonprofit institutions (Carmeli &

Schaubroeck, 2006; Rosing et al., 2011).

The proposed model (Figure 6.1) is prepared for the library leaders as key stakeholder of the phenomena. The framework is to be seen from top to down. Jantz

(2013) mentioned three innovation enablers; new knowledge, the external environment (uncertainty, community expectations etc.), and the internal environment or organizational structure. For any innovation being response to innovation enabler and continuously gathering knowledge of that enabler is important for the library leaders. This can be done through evaluation and assessment of external and internal environment. For leader and its team, gathering of new knowledge formally or informally is the need of time and consequently learning for new service delivery modes can benefit the libraries. However, it can be achieved by looking at peer libraries, attending conferences, workshops, webinars and reading latest research in

KM and library journals and following innovative developments through social media such as Facebook groups and Twitter (Islam et. al, 2015).

The second enabler, external environment is covering, disruption, competition for resources, community expectation, innovation possibilities/opportunities. Jantz

(2013) stated, ―A leader who does not perceive a turbulent or disruption environment will not likely take action, no matter how much turbulence actually exists‖. Hence, realization of disruption in environment is much important for the library leaders.

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Similarly, complete information about all possible options in the surroundings and latest trends prevailing in the world is the need of time.

Management of third enabler ―Internal environment‖ includes internal organizational and institutional related factors. It is about clients‘ expectations and need. Complete knowledge and awareness of barriers are needed to be analyzed.

Findings of this study clearly show that for any change management or innovation, being response to user needs and continuously gathering knowledge of those needs is important. It is similar with the findings of Isalm, et.al (2015). Similarly, knowledge of barriers, its synthesis, and analysis is also mentioned in KMSIL framework.

However, it is considered under the internal environment in this framework.

Moreover, preparedness of staff and organization to bring the innovation is also necessary to gain success.

The KMSIL framework (Islam et al, 20150) highlighted the service innovation as an outcome but in this model scope of innovation options is extend. Here, innovation is taken in a broader spectrum and it includes product, process and service as an outcome. Further, the model includes the innovation by its type i.e., administrative, physical/architectural and technological. With the affective management of innovation enablers, innovation occurs in shape of any type in a process, product or service of academic library.

6.3. Recommendations for Practice

In light of the findings and conclusions, the study supported several recommendations for the library professionals, higher authorities of parent organization, and higher education policy makers. With regard to library professional, the study suggests:

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 Library professionals need to adopt a proactive approach for adopting

innovations in the libraries and should try to overcome the barriers by their

own self-motivation.

 The librarians need to have a clear vision and should tailor a suitable strategy

for bringing the innovations. In other words, every library needs to tailor the

set goals for bringing innovations through change management.

 To equip with technology on priority basis to reduce gap among the new

demands of millennial.

 The library leaders need to be motivated to prepare a proper action plan and

strategy to bring change and innovations.

 The leaders of traditional libraries need to socialize with the leaders of

innovative category libraries for learning from their experiences.

 Change management should be a part of course and it may be included in the

LIS syllabus at the master‘s level in LIS schools of the country.

 Continuing professional development programs, training, workshops, and

seminars should be conducted for the library practitioners to learn new skills

and competencies especially in the area of ‗leadership‘ and ‗technology‘ by

the library schools, parent organization or library associations.

With regard to the higher authorities of the universities, the study suggests:

 To manage the necessary resources in term of budget, time, staff and space for

innovations.

 To have meetings with the library managers, faculty and students senior for

bringing improvement and innovation.

 To introduce a reward and incentives system for motivating the library

employees for bringing innovation.

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 To create a facilitative environment, so that the employee/library staff can do

some exceptional work for the libraries.

With regard to the administrators and policy makers of higher education like

PHEC, federal HEC and higher education department of Government, the study suggested:

 To allocate resources required to introduce, develop, and implement the

management innovation in university libraries.

 To provide foreign scholarships to enhance the capacity building of the

librarians.

 To provide opportunity of linkages with the foreign university libraries to

expand the exposure of librarians

6.4 Recommendations for Research

The study was conducted in the local context to fill a gap in this regard.

Hence, several topics emerged as potential areas of research. Those topics are stated as follow:

 The qualitative data was obtained from 20 university librarians due to the

constraints of time and other resources. A survey can be conducted by taking a

larger sample size and analyzing the data quantitatively.

 Each case can be explored individually in more detail by doing operational or

experimental research for providing the solution for each library.

 Relation of various identified set of barriers or supportive factor can also be

explained in different combinations, by conducting quantitative studies

 Perception of users and higher authorities can also be explored by replicating

the study.

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 Lastly, the same type of study can also be managed for other types of libraries.

Personal Benefit Gained from the Study

As it was already mentioned in the start of thesis that the reason behind choosing this topic was the researchers‘ own career as an academic librarian. The researcher herself has an experience of twenty years of serving in public sector academic libraries in Pakistan. The present work place of the researcher was a college established in 1922, and later in 2002 it got a university status and was of a traditional type without desired infrastructure. A need was felt by the researcher to make the library attractive and more useful for students and faculty. A complete information regarding the change management and latest trends was gained through a comprehensive literature on this topic. Knowledge of all important factors was gathered through thorough search of websites, observation and interviews conducted with the library leaders. By doing all exercise for this study, the researcher succeeded in taking information about the sister university libraries and became aware of all the new changes and innovations. The knowledge gained during thesis, enabled the researcher to establish a new unit in her organization.

An Information Common with was established which gained much appreciation by the higher authorities, students and by sister organizations. Hence, this study has not only provided the support but also enriched a practical implication well before the submission of study for evaluation. In my opinion, I gained the real benefit from my research which always remains an aim of an authentic research.

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Appendix-AI CONSENT LETTER/EMAIL SENT WITH THE INTERVIEW SCHEDULE FOR PARTICIPATION Department of Library & Information Science University of the Punjab, Lahore. Dear Sir/Madam, Subject: Innovation Management in University Libraries of Pakistan: An Analysis of Academic Library Leaders’ Perceptions

I am currently studying for my Ph. D degree at the Department of Library & Information Science, University of the Punjab, Lahore. I am conduction research under the supervision of Professor Dr. Kanwal Ameen for my thesis to assess the status and practices of innovation management in university libraries of Pakistan. It is hoped that the findings will help to introduce and improve the innovation management in university libraries of Pakistan in particular and in other academics libraries in general.

I have collected and analyzed the quantitative data in the first phase of his study through website review. One of the requirements of this study is to conduct interviews with selected head librarians of university libraries in Pakistan. The purpose of interviews is to gain a deeper understanding and detailed comments on the most significant results of the quantitative phase.

You are requested to participate as one of the potential interview participants. I appreciate your willingness to participate in this study. Your participation in the interview for his study will be entirely voluntary. You will have the right to refuse to answer any question and with draw from interview, any time. The interviews will be audio taped and transcribed and the material will be kept confidential and the information provided will be used for the purposes of this research project only. Under no circumstances you and your institution name or personal identifying characteristics will be included in this report: any type recording, field notes of the interview and observation will be erased after awarding of the degree. Interview schedule is attached herewith. Kindly give your consent and time for face –to- face or telephone interview as soon as possible. I will be grateful for your help.

Regards, Sania Rasheed (Ph.D scholar at University of the Punjab) Librarian Lahore College for Women University, Jail. Road, Lahore. Cell: 03224101902 EMAIL: [email protected] Dated: July 26, 2016.

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Appendix- AII COVERING LETTER/EMAIL SENT WITH THE INTERVIEW SCHEDULE

Department of Library & Information Science University of the Punjab, Lahore. Dear Sir/Madam,

Subject: Innovation Management in University Libraries of Pakistan: An Analysis of Academic Library Leaders’ Perceptions

You are selected as one of the potential interview participants. I appreciate your willingness to participate in this study. Your participation in the interview for his study is entirely voluntary. You have the right to refuse to answer any question and with draw from interview, any time. The interviews will be audio taped and transcribed and the material will be kept confidential and the information provided will be used for the purposes of this research project only. Under no circumstances you and your institution name or personal identifying characteristics will be included in this report: any type recording, field notes of the interview and observation will be erased after awarding of the degree.

I will be grateful for your help.

Regards,

Sania Rasheed (Ph.D scholar at University of the Punab) Librarian Lahore College for Women University, Jail. Road, Lahore. Cell: 03224101902 EMAIL: [email protected] Dated: July 26, 2016.

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Appendix-B

PUBLIC SECTOR UNIVERSITIES/DEGREE AWARDING INSTITUTIONS

Universities/DAIs chartered by the Government of Pakistan

S. No University/DAI Name

1. Air University, Islamabad

2. Allama Iqbal Open University, Islamabad (AIOU)

3. Bahria University, Islamabad

4. COMSATS Institute of Information Technology, Islamabad

5. Dawood University of Engineering & Technology, Karachi

6. Federal Urdu University of Arts, Sciences & Technology, Islamabad

7. Institute of Space Technology, Islamabad (IST)

8. International Islamic University, Islamabad

9. Karakurum International University, Gilgit, Gilgit Baltistan

10. National College of Arts, Lahore (NCA)

11. National Defense University, Islamabad (NDU)

12. National Textile University, Faisalabad

13. National University of Modern Languages, Islamabad (NUML)

National University of Sciences & Technology, Rawalpindi/ Islamabad 14. (NUST)

15. National University of Medical Sciences, Islamabad

NFC Institute of Engineering & 16. Technology, Multan

17. Pakistan Institute of Development Economics (PIDE), Islamabad

18. Pakistan Institute of Engineering & Applied Sciences, Islamabad (PIEAS)

19. Pakistan Institute of Fashion and Design, Lahore

20. Pakistan Military Academy, Abbottabad (PMA)

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21. Pakistan Naval Academy, Karachi

22. Shaheed Zulfiqar Ali Bhutto Medical University, Islamabad

23. Quaid-i-Azam University, Islamabad

24. University of FATA, Kohat

25. Virtual University of Pakistan, Lahore

26. Bahauddin Zakariya University, Multan

27. Fatima Jinnah Women University, Rawalpindi

28. Government College University, Faisalabad

29. Government College University, Lahore

30. Government College for Women University, Faisalabad

31. Ghazi University, Dera Ghazi Khan

32. Government College for Women University, Sialkot

33. Government Sadiq College Women University, Bahawalpur

34. Islamia University, Bahawalpur

35. Information Technology University of the Punjab, Lahore

36. King Edward Medical University, Lahore

37. Kinnaird College for Women, Lahore

Khawaja Freed University of Engineering & Information Technology, Rahim 38. Yar Khan

39. Lahore College for Women University, Lahore

40. Muhammad Nawaz Shareef University of Agriculture, Multan

41. Pir Mehr Ali Shah Arid Agriculture, University Rawalpindi

42. University of Agriculture, Faisalabad

43. University of Education, Lahore

44. University of Engineering & Technology, Lahore

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45. University of Engineering & Technology, Taxila

46. University of Gujrat, Gujrat

47. University of Health Sciences, Lahore

48. University of Sargodha, Sargodha

49. University of the Punjab, Lahore

50. University of Veterinary & Animal Sciences, Lahore

51. The Women University, Multan

52. Muhammad Nawaz Sharif University of Engineering & Technology, Multan

53. Benazir Bhutto Shaheed University Lyari, Karachi

54. DOW University of Health Sciences, Karachi

55. Gambat Institute of Medical Sciences, Khairpur

56. Institute of Business Administration, Karachi

57. Jinnah Sindh Medical University

58. Liaquat University of Medical and Health Sciences, Jamshoro Sindh.

59. Mehran University of Engineering & Technology, Jamshoro

60. NED University of Engineering & Technology, Karachi

Peoples University of Medical and Health Sciences for Women, Nawabshah 61. (Shaheed Benazirabad)

Quaid-e-Awam University of Engineering, Sciences & Technology, 62. Nawabshah

63. Shah Abdul Latif University, Khairpur

64. Shaheed Mohtarma Benazir Bhutto Medical University, Larkana

65. Sindh Agriculture University, Tandojam

66. Sukkur Institute of Business Administration, Sukkur

67. Sindh Madresatul Islam University, Karachi

68. Shaheed Benazir Bhutto University Shaheed Benazirabad

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69. Shaheed Zulfiqar Ali Bhutto University of Law, Karachi

70. University of Karachi, Karachi

71. University of Sindh, Jamshoro

Shaheed Benazir Bhutto University of Veterinary And Animal Sciences 72. Sakrand

73. Abdul Wali Khan University, Mardan

74. Bacha Khan University, Charsadda

75. Frontier Women University, Peshawar

76. Gomal University, D.I. Khan

77. Hazara University, Dodhial, Mansehra

78. Institute of Management Science, Peshawar (IMS)

79. Islamia College University, Peshawar

80. Khyber Medical University, Peshawar

81. Kohat University of Science and Technology, Kohat

82. Khushal Khan Khattak University, Karak

83. Khyber Pakhtunkhwa Agricultural University, Peshawar

84. University of Engineering & Technology, Peshawar

85. Shaheed Benazir Bhutto University, Sheringal, Dir

86. University of Malakand, Chakdara, Dir, Malakand

87. University of Peshawar, Peshawar

88. University of Science & Technology, Bannu

89. University of Swat, Swat

90. University of Haripur, Haripur

91. University of Swabi

92. University of Swabi for Women, Swabi

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93. Balochistan University of Engineering & Technology, Khuzdar

Balochistan University of Information Technology & Management Sciences, 94. Quetta

95. Lasbela University of Agriculture, Water and Marine Sciences

96. Sardar Bahadur Khan Women University, Quetta

97. University of Balochistan, Quetta

98. University of Turbat, Turbat

99. University of Loralai, Loralai

100. Mirpur University of Science and Technology (MUST), AJ&K

University of Azad Jammu & Kashmir, Muzaffarabad, Azad Kashmir, 101. Muzaffarabad

102. University of Poonch, Rawalakot

103. Women University of Azad Jammu and Kashmir Bagh

104. University of Management Sciences and Information Technology, Kotli

105. Aga Khan University, Karachi

106. Capital University of Science and Technology, Islamabad

107. Foundation University, Islamabad

108. Lahore University of Management Sciences (LUMS), Lahore

109. MY University, Islamabad

110. National University of Computer and Emerging Sciences, Islamabad

111. Riphah International University, Islamabad

112. Shifa Tameer-e-Millat University, Islamabad

113. Ali Institute of Education

114. Beaconhouse National University, Lahore

115. Forman Christian College, Lahore (university status)

116. Global Institute, Lahore

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117. University of Management & Technology, Lahore

118. Hajvery University, Lahore

119. HITEC University, Taxila

120. Imperial College of Business Studies, Lahore

121. Institute of Management Sciences, Lahore

122. Institute of Southern Punjab, Multan

123. Lahore Leads University, Lahore

124. Lahore School of Economics, Lahore

125. Lahore Garrison University, Lahore

126. Minhaj University, Lahore

127. National College of Business Administration & Economics, Lahore

128. Nur International University, Lahore

129. Qarshi University

130. The GIFT University, Gujranwala

131. The Superior College, Lahore

132. The University of Faisalabad, Faisalabad

133. University of Central Punjab, Lahore

134. University of Lahore, Lahore

135. Fatima Jinnah Medical University, Lahore

136. University of Management & Technology, Lahore

137. University of South Asia, Lahore

138. University of Wah, Wah

139. Nawaz SharifUniversity of Science and Information Technology, Multan

140. Baqai Medical University, Karachi

141. Commecs Institute of Business & Emerging Sciences, Karachi

200

142. Dadabhoy Institute of Higher Education,Karachi

143. DHA Suffa University, Karachi

144. Greenwich University, Karachi

145. Hamdard University, Karachi

146. Habib University, Karachi

147. Indus University, Karachi

148. Indus Valley School of Art and Architecture, Karachi

149. Institute of Business Management, Karachi

150. Institute of Business and Technology, Karachi

151. Iqra University, Karachi

152. Isra University, Hyderabad

153. Jinnah University for Women, Karachi

154. Karachi Institute of Economics & Technology, Karachi

155. KASB Institute of Technology, Karachi

156. Karachi School for Business & Leadership

157. Muhammad Ali Jinnah University, Karachi

158. Newport Institute of Communications & Economics, Karachi

159. Preston Institute of Management, Science and Technology, Karachi

160. Abasyn University, Peshawar

161. Preston University, Karachi

Shaheed Zulfikar Ali Bhutto Institute of Sc. & Technology (SZABIST), 162. Karachi

163. Shaheed Benazir Bhutto City University, Karachi

164. Sir Syed University of Engg. & Technology, Karachi

165. Sindh Institute of Medical Sciences, Karachi

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166. Sindh Institute of Management and Technology, Karachi

167. Textile Institute of Pakistan, Karachi

168. The Nazeer Hussian University, Karachi

169. Zia-ud-Din University, Karachi

170. Shaheed Benazir Bhutto Dewan University, Karachi

171. Abasyn University, Peshawar

CECOS University of Information Technology and Emerging Sciences, 172. Peshawar

173. City University of Science and Information Technology, Peshawar

174. Gandhara University, Peshawar

175. Ghulam Ishaq Khan Institute of Engineering Sciences & Technology, Topi

176. Iqra National University, Peshawar

177. Northern University, Nowshera

178. Preston University, Kohat

179. Qurtaba University of Science and Information Technology, D.I. Khan

180. Sarhad University of Science and Information Technology, Peshawar

181. Al-Hamd Islamic University, Quetta

Al-Khair University, AJ&K

182. The University has been banned for admissions at all levels (Bachelors and Masters level w.e.f Fall 2016) and (MS/MPhil/PhD w.e.f Fall 2014)

183. Mohi-ud-Din Islamic University, AJK

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Appendix-C

LIST OF PILOT INTERVIEW PARTICIPANTS

1. Mrs. Hina Aziz

2. Mrs. Munazza Jabeen

3. Mr. Saleem Zaidi

203

Appendix-D

List of Universities/ DAI Selected as Sample Cases

1. COMSATS Institute of Information Technology, Lahore

2. Allama Iqbal Open University, Islamabad

3. International Islamic University, Islamabad

4. Forman Christian College, Lahore (university status)

5. Government College University, Lahore

6. University of the Punjab, Lahore

7. University of Management Sciences, Lahore

8. University of Sargodha, Sargodha

9. Lahore University of Management Sciences, Lahore (LUMS)

10. Riphah International; University, Islamabad

11. Foundation University, Islamabad

12. Bahauddin Zakariya University, Multan

13. University of Central Punjab, Lahore

14. Government College University, Faisalabad

15. Education University, Lahore

16. University of Sargodha.

17. The GIFT University, Gujranwala

18. Lahore College for Women University, Lahore

19. University of Veterinary & Animal Sciences, Lahore

20. The Women University, Sialkot

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Appendix: E

Permission to use the study & interview protocol

Re: permission to use list of 40 innovation

RJ Ron Jantz

1 of 2 Re: permission to use list of 40 innovation

RJ Ron Jantz

Reply| Mon 25/07/2016, 20:30 You Flag for follow up. Start by 25 July 2016. Due by 25 July 2016. You forwarded this message on 16/04/2018 22:40 Sania, Please feel free to use the list of 40 innovations. Good luck on your thesis. Ron Jantz

----- Original Message ----- From: "Sania Awais" To: [email protected] Sent: Monday, July 25, 2016 11:12:43 AM Subject: permission to use list of 40 innovation

Dear Sir,

I am going to start my PhD. thesis work. My topic is " Innovation Management in University Libraries: An analysis of library leaders perception".

I studied your thesis and found useful. In this thesis, List of 40 innovation is relevant for drawing my sample. Kindly allow me to use this list. I would remain thankful to you.

Regards,

Ms. Sania Awais

Chief Librarian.

Lahore College for Women University. Pakistan

205

Appendix: F

Permission to use list of 40 innovations

Sania, Please go ahead and use the interview protocol and good luck with your study.

Ron Jantz, PhD Digital Library Architect Scholarly Communication Center Rutgers University Libraries ----- Original Message ----- From: "Sania Awais" To: [email protected] Sent: Thursday, February 18, 2016 1:48:24 AM Subject: request to use the interview protocol

Dear researcher,

I read your study "Innovation in academic libraries: An analysis of university librarians' perspectives". It seems interesting. I want to replicate it in my own country Pakistan. Kindly allow me to use it with citing your reference. I would be grateful to you. Ms. Sania awais Chief librarian Lahore College for Women University.

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Appendix G

List of 40 Innovations

1. A collaboration with another library to share collection development

2. Sharing of a major technology platform (e.g. for an OPAC or institutional

repository) with another library

3. Provision of mobile access to the library online catalog

4. Provision of a service to publish e-journals

5. A device and associated service to allow students and faculty to check out

their own books

6. A service for submission, access and preservation of ETDs (electronic theses

and dissertations)

7. Use of live chat and instant messaging for reference service

8. The provision of a GIS (Geographical Information System) service to students

and faculty, including software, training, and consultation

9. Installation of a coffee bar/restaurant/café in the library

10. The offering of a Wi-Fi service to the local community (i.e. not members of

the university community)

11. The creation of a publishing service as a new unit in the library

12. The embedding of library liaisons with students and the instructor in course

management systems

13. Provision of mobile access to the library website

14. Provision of a service to faculty and students for multimedia production

including instruction, software and equipment platforms to support multimedia

creation and publication

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15. Provision of a science data service including archiving, preservation, and

access to research data and liaison support to researchers

16. Provision of a service to inexpensively print, bind and trim bookstore-quality

paperbacks from digital book files (for books that are out of copyright)

17. A collaboration with the university press to publish monographs and ejournals

18. Providing access to library information using mobile devices and two

dimensional barcodes, also called QR barcodes, enabling patrons to easily

access online information by scanning the barcode

19. The use of gaming technology for bibliographic instruction

20. Provision of a mobile lending service (laptops, netbooks, iPADs, etc)

21. Use of RSS feeds (or similar technology) to provide library news and event

descriptions to library patrons

22. Provision of federated searching across the library OPAC, the institutional

repository, and other open repositories

23. Use of digital object identifiers (DOIs) to create long-term, stable links to

digital resources that should be preserved (dissertations, special collections,

journal articles, etc)

24. Delivery of bibliographic instruction using online tutorials

25. Reconfiguration of physical space and redesigned services to provide

information or learning commons (a central location for workstations,

information resources, and librarian assistance).

26. Replacement of stack book storage and preservation with digital book storage

and digital preservation

27. Provision of a suite of mobile services to access information about the library

(library hours, reserve study rooms, renew books, etc.)

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28. Creation of a website or portal for faculty that provides services and assistance

for article deposit into the institution‘s repository

29. The provision of digital exhibits for special collections or other unique

materials that are owned by the library

30. A service to digitize and provide online access to course catalogs

31. Made the transition to a bookless (i.e. no print books) library for certain

disciplines (e.g. engineering).

32. Implemented a liaison service to provide assistance to faculty researchers for

managing their copyrights, e.g. in order to fulfill article deposit requirements

from the National Institute of Health and other institutions.

33. The development of a flexible bibliographic instruction course structure that

gives students the option of attending sessions in the classroom, participating

online, or doing both

34. Outsourced reference service to another organization (e.g. another library,

nonprofit, or a commercial organization)

35. Provided for the digitization and access to university yearbooks

36. The creation of an institutional repository to contain the research output of the

university (e.g. faculty research, dissertations, etc.)

37. Implementation of faceted browsing for the library OPAC

38. Collaboration with faculty or academic departments to publish student

research

39. Provided personal librarian service to freshman

40. A dynamic mapping application for the OPAC to provide patrons directional

information to find a shelved item

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Appendix H

Interview Protocol

Interview protocol with prompts

1. Briefly introduce yourself in terms of your background, experience, and

management philosophy.

2. A basic question: Do you think that innovation is important or critical for the

success of the continuing success of the academic library?

3. How would you characterize or describe innovation?

4. How would you describe the management culture in your library?

5. Is there a specific innovation management strategy that you have observed as

successful?

6. How does your library differ from other similar libraries and what are the

unique characteristics of your library?

7. Can you think of potentially innovative projects within the academic library

that have been unsuccessful?

8. What are the barriers to innovation?

9. What are the professional and external forces that might be accelerating or

inhibiting innovation?

10. Please describe policies and practices within your academic library that have

facilitated innovation.

210

11. Based on these observations, what do you consider to be important innovation

behaviors?

12. Innovations are typically relevant for specific social groups. What are the

relevant social groups (users) for academic libraries and how are these groups

changing?

13. Can you comment on whether there are entirely new groups emerging in the

university?

14. Summing up, what do you view as the major future threat or threats to the

continued success of the academic library?