Future leaders' views on organizational culture

College and Research Libraries

Volumn 71, Issue 4, 2010, Pages 322-347

  Maloney, Krisellen ^a   Antelman, Kristin ^b   Arlitsch, Kenning ^c   Butler, John ^d  

^a UNIVERSITY OF TEXAS AT SAN ANTONIO   (United States)

^b NORTH CAROLINA STATE UNIVERSITY   (United States)

^c UNIVERSITY OF UTAH   (United States)

^d UNIVERSITY OF MINNESOTA   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 79952098806     PISSN: 00100870     EISSN: None     Source Type: Journal    
DOI: 10.5860/crl-47     Document Type: Article

References (35)

1. David Lewis, "The Innovator's Dilemma: Disruptive Change and Academic Libraries," Library Administration & Management 18 (2004): 2.
2. David Lewis, "The Innovator's Dilemma: Disruptive Change and Academic Libraries," Library Administration & Management 18 (2004): 2 Ibid.
3. Council on Library and Information Resources. 2008. No brief candle: reconceiving research libraries for the 21st century. Washington, DC: Council on Library and Information Resources. http://www.clir.org/pubs/reports/pub142/ pub142.pdf
4. 2008. No brief candle: reconceiving research libraries for the 21st century. http://www.clir.org/pubs/reports/pub142/pub142.pdf, Ibid.
5. Joanne Martin, Organizational Culture: Mapping the Terrain (Thousand Oaks, Calif.: Sage Publications, 2002);
6. Edgar H. Schein, Organizational Culture and Leadership (San Francisco: Jossey-Bass, 2004).
7. A.K.O. Yeung, J.W. Brockbank, and D.O. Ulrich, "Organizational Culture and Human Resource Practices: An Empirical Assessment" in Research in Organizational Change and Development, eds. R.W. Woodman and W.A. Pasmore (Greenwich, Conn.: JAI Press Inc., 1991).
8. Schein, Organizational Culture and Leadership, 1.
9. Schein, Organizational Culture and Leadership, Ibid., 191-98.
10. Robert E. Quinn and John Rohrbaugh, "A Competing Values Approach to Organizational Effectiveness," Public Productivity Review (June 1981);
11. Robert E. Quinn and John Rohrbaugh, "A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis," Management Science 29 (1983): 3.
12. Kim S. Cameron and Sarah J. Freeman, "Cultural Congruence, Strength, and Type: Relationships to Effectiveness," Research in Organizational Change and Development (Greenwich, Conn.: JAI Press, 1991);
13. Kim S. Cameron and Robert E. Quinn, Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (San Francisco: Jossey-Bass, 2006).
14. Kim S. Cameron, Robert E. Quinn, Jeff DeGraff, and Anjan V. Thakor, Competing Values Leadership: Creating Value in Organizations (Northampton, Mass.: Edward Elgar, 2006). In later work on the Competing Values Framework, Cameron and Quinn added an orienting verb to describe each dominant culture type. They found that the verbs helped cue managers to the kinds of dominant activities that relate to value creation in each quadrant (or culture type). The verbs are included in figure 1.
15. Cameron and Quinn, Diagnosing and Changing Organizational Culture, 37-45.
16. Robert E. Quinn and Kim S. Cameron, eds., Paradox and Transformation: Toward a Theory of Change in Organization and Management (Cambridge, Mass.: Ballinger Pub. Co., 1988).
17. P.M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday, 1990).
18. Kim S. Cameron, "Effectiveness as Paradox," Management Science 32 (1986).
19. Cameron and Quinn, Diagnosing and Changing Organizational Culture, 57.
20. Cameron and Freeman, "Cultural Congruence, Strength, and Type."
21. Cameron and Quinn, Diagnosing and Changing Organizational Culture.
22. Michelle L. Kaarst-Brown, Scott Nicholson, Gisela M. von Dran, and Jeffrey M. Stanton, "Organizational Cultures of Libraries as a Strategic Resource," Library Trends 53 (2004): 1.
23. Sue R. Faerman, "Organizational Change and Leadership Styles," Journal of Library Administration, 19 (1993): 3-4.
24. Carroll H. Varner, "An Examination of an Academic Library Culture Using a Competing Values Framework" (PhD dissertation, Illinois State University, 1996).
25. Carol Shepstone and Lyn Currie, "Transforming the Academic Library: Creating an Organizational Culture that Fosters Staff Success," Journal of Academic Librarianship 34 (2008): 4.
26. Taiga Forum Provocative Statements, March 10, 2006. Available online at www.taigaforum.org/documents/ProvocativeStatements.pdf. [Accessed 22 June 2010].
27. Cameron and Quinn, Diagnosing and Changing Organizational Culture. The Organizational Culture Assessment Instrument (OCAI) consists of a survey instrument that assesses six key dimensions of organizational culture: dominant characteristics, leadership, management, organization glue, strategic emphases, and criteria of success. Since the OCAI questions correspond to the four quadrants of the CVF, the results can be graphed on the Competing Values Framework grid.
28. Cameron and Quinn, Diagnosing and Changing Organizational Culture, 71-72.
29. Cameron and Quinn, Diagnosing and Changing Organizational Culture, 71-72, Ibid.
30. Cameron, Quinn, DeGraff, and Thakor, Competing Values Leadership.
31. James Michalko, "Higher Education, the Production Function, and the Library" in Libraries as User-Centered Organizations: Imperatives for Organizational Change, ed. Meredith A. Butler (New York: Haworth Press, 1993).
32. Faerman, "Organizational Change," 66-67.
33. Faerman, "Organizational Change," Ibid., 67-68.
34. Karl E. Weick and Robert E. Quinn, "Organizational Change and Development," Annual Review of Psychology 50 (1999): 1.
35. Karl E. Weick and Robert E. Quinn, "Organizational Change and Development," Annual Review of Psychology 50 (1999), Ibid., 375.