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Volumn 34, Issue 4, 2008, Pages 358-368

Transforming the Academic Library: Creating an Organizational Culture that Fosters Staff Success

Author keywords

[No Author keywords available]

Indexed keywords


EID: 47349117197     PISSN: 00991333     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.acalib.2008.05.008     Document Type: Article
Times cited : (48)

References (44)
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    • Ibid; Amos Lakos and Shelley Phipps, "Creating a Culture of Assessment: A Catalyst for Organizational Change," portal: Libraries and the Academy 4 (3) (2004): 345-361; M. Jason Martin, " 'That's The Way We Do Things Around Here': An Overview of Organizational Culture," Electronic Journal of Academic and Special Librarianship 7 (1) (2006); Edgar H. Schein, Organizational Culture and Leadership, 2nd ed. (San Francisco: Jossey-Bass, 1992).
    • Ibid; Amos Lakos and Shelley Phipps, "Creating a Culture of Assessment: A Catalyst for Organizational Change," portal: Libraries and the Academy 4 (3) (2004): 345-361; M. Jason Martin, " 'That's The Way We Do Things Around Here': An Overview of Organizational Culture," Electronic Journal of Academic and Special Librarianship 7 (1) (2006); Edgar H. Schein, Organizational Culture and Leadership, 2nd ed. (San Francisco: Jossey-Bass, 1992).
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    • 8Rs Research Team, The Future of Human Resources in Canadian Libraries. 8Rs Canadian Library Human Resource Study (2005).
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    • Charles Elliot, Locating the Energy for Change: An Introduction to Appreciative Inquiry (Winnipeg: International Institute for Sustainable Development 1999); James D. Ludema, David L. Cooperrider and Frank J. Barrett, "Appreciative Inquiry: The Power of the Unconditional Positive Question," in Handbook of Action Research Participative Inquiry and Practice, Peter Reason and Hilary Bradbury, eds. (London: Sage, 2001): 189-199; Geoffrey Vickers, Value Systems and Social Process (London: Tavistock Publications, 1968).
    • Charles Elliot, Locating the Energy for Change: An Introduction to Appreciative Inquiry (Winnipeg: International Institute for Sustainable Development 1999); James D. Ludema, David L. Cooperrider and Frank J. Barrett, "Appreciative Inquiry: The Power of the Unconditional Positive Question," in Handbook of Action Research Participative Inquiry and Practice, Peter Reason and Hilary Bradbury, eds. (London: Sage, 2001): 189-199; Geoffrey Vickers, Value Systems and Social Process (London: Tavistock Publications, 1968).
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    • Ibid.
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    • Robert E. Quinn and John Rohrbaugh, "A Spatial Model of Effectiveness Criteria: Toward a Competing Values Approach to Organizational Analysis".
    • Robert E. Quinn and John Rohrbaugh, "A Spatial Model of Effectiveness Criteria: Toward a Competing Values Approach to Organizational Analysis".
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    • Kim S Cameron and Robert E. Quinn, Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework.
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    • Robert Hooijberg and Frank Petrock, "On Culture Change: Using the Competing Values Framework to Help Leaders to a Transformational Strategy"; Noel M. Tichy and Eli B. Cohen, The Leadership Engine: How Winning Companies Build Leaders at Entry Level (New York: Harper Business Essentials, 1997).
    • Robert Hooijberg and Frank Petrock, "On Culture Change: Using the Competing Values Framework to Help Leaders to a Transformational Strategy"; Noel M. Tichy and Eli B. Cohen, The Leadership Engine: How Winning Companies Build Leaders at Entry Level (New York: Harper Business Essentials, 1997).
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  • 44


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.