Joint use libraries as successful strategic alliances.(research)

ABSTRACT

A joint use library provides an example of a strategic alliance between two or more stakeholders. The planning and implementation of such a venture can be a complex undertaking. This article draws on the example of the proposed joint use library and history center in Worcester in the UK, which promises to be the largest such undertaking in the UK. Some of the potential challenges that other joint use university and public libraries have faced are explored. The article argues that lessons can be learned from other sectors where the factors contributing to successful strategic alliances are well researched and documented.

INTRODUCTION

Even on a small scale, developing plans and implementing a joint use library can be an extremely complex undertaking. The challenge is even greater when the project is on a large scale with multiple partner and stakeholder demands to reconcile and where there is a dearth of existing models to draw upon. This article explores some of the key considerations of merging services in a joint use library and draws on the experience of the proposed unique development in Worcester in the UK. Reference is also made to the lessons learned from other public and university library joint use initiatives, particularly the Martin Luther King Jr. library in San Jose, California, which may be considered to have some similarities with the proposed development in Worcester in terms of scale and scope, including the fact that both involve entirely purpose-built premises.

THE VISION FOR A JOINT USE LIBRARY AND HISTORY CENTER IN WORCESTER

The proposed Worcester joint use library and history center is a complex and ambitious project involving not only the academic library of the University of Worcester, the public library service for the county of Worcestershire, and the County Archives and Archaeology Service, but also the regional Chamber of Commerce. Adjacent to the proposed new university campus, on a currently derelict site in the city center, the University of Worcester and Worcestershire County Council, working in partnership with the city, are planning to create an innovative integrated joint use library. This will be a library for the whole community, providing a bridge between the city center and the campus and a gateway to higher education for the people of the region. This fusion is likely to be the first of its kind in the United Kingdom and will "re-imagine" the role of the library in the twenty-first century as the core information provider to the community. It will embrace a wide range of integrated information and learning services, including advice and support to business, an integrated customer center dealing with public services, and an exciting archive and history center giving access to the region's rich heritage and culture through archives and archaeology. A major focus, exploiting the shared acknowledged area of excellence in both the university and county, will be a children's and young person's library.

WHY JOIN UP?

Hitt, Ireland, and Hoskinsson have identified a number of reasons why organizations may wish to merge. These include "increased market power," "overcome entry barriers," "cost of new product development," "increased diversification," and to "avoid competition" (1996, p. 222).

These are reflected in research by McNicol (2003) outlining some of the reasons why two or more libraries may wish to merge:

* Increased use of resources

* Greater numbers and a wider range of users

* Joint funding (for resources, staff, and buildings)

* Pressure on public libraries to work with a variety of other organizations, in particular to support learners

* Attract new user groups

* Make better use of staff skills

Despite the potential benefits, there are a number of potential barriers to achieving success in any organizational merger. Hitt et al. provide some examples of the possible pitfalls that partners face, including "integration difficulties," "inadequate evaluation," "large debts," "inability to achieve synergy," "too much diversification," and the facility being "too large" (1996, p. 222).

Examples of school-public library involvement in joint use developments are more prevalent and well-documented than those involving larger academic institutions such as colleges or universities. However, joint school-public library ventures tend to be on a smaller scale and, at least in the past, on a more informal basis. For example, not all smaller joint use libraries have formal service-level and partnership agreements in place, as the modes of operating have evolved over a number of years. This can mean it is left to factors such as personal relationships and informal contact to provide the "glue" to sustain the partnership or contribute to its success. In the case of larger initiatives, such as those between public and academic libraries, more formal approaches are needed to ensure the success of the venture.

Drawing on experiences from the corporate sector, where the development of organizational alliances is well researched, Faulkner outlines four key factors that facilitate the success of alliances:

* Positive attitudes between partners

* Clear organizational arrangements for the alliance

* A philosophy of organizational learning

* Congruent long-term goals (Faulkner, 1994, p. 112)

Such lessons taken from the corporate sector might apply equally well to ambitious larger-scale undertakings such as public and academic library partnerships. This article will look at these factors in relation to the planned joint use library and history center in Worcester, drawing on further examples from elsewhere.

POSITIVE PARTNER ATTITUDES

Faulkner (1994) highlighted the importance of a sensitive attitude toward national, as well as corporate, cultural differences. There are clearly many differences between the public library sector and the academic library sector, for example, the differences in remit and responsibilities. In England the government department responsible for public libraries is the Department for Culture, Media and Sport (DCMS), while academic libraries are accountable to the Higher…