5
PERSPECTIVES ON Managing Change in Danish Libraries by Niels Ole Pors T his column gives a short overview of some of the significant issues in the library sector in Denmark. It also includes references to the other Nordic countries and to British library managers and their perceptions. While the central focus is on academic libraries. boundaries be- tween the different types of libraries are becoming increas- ingly blurred in Denmark. Therefore, the column refers gen- erally to some of the newer developments in library management in Denmark, and puts these into a sociological and organizational context emphasizing the process of man- agement and the characteristics of leaders and managers in the library sector. In many ways, Denmark and the other Scandinavian countries differ from other countries, although due to their membership of the European Union there is, of course, a certain convergence. Denmark has a relatively huge public sector and the spread of welfare services is extensive. Edu- cation is free– or rather financed by the tax system. Nobody pays directly to participate in education, and all university education is free. All students from the age of 18 receive a study grant, independent of their parents’ income, of approx- imately US $650.00 per month. PhD students are employed by the institution in which they are studying, and receive a salary according to a Trade Union negotiated salary scale for graduates. We see the same kind of tax-financed activity in the li- brary sector. The use of both public and academic libraries is free. Not even newer services like Internet access, lending of videos, DVDs and music can be charged for. It is the same for Inter Library Lending (ILL)–activities. They are free for users and users have, in principle, access to all li- braries in the country. These features of Danish society have a profound influ- ence on both the organization of the library system and the way people behave and think about library services. LIBRARIES IN DENMARK The educational system in Denmark is a mix between Euro- pean and British traditions. In total, only 13 institutions have university status. The criteria for university status are sev- eral: the institutions have the right to award the PhD degree and run PhD programs; they have a research obligation; they have full professors. A university degree in Denmark follows the British pattern, beginning with a 3-year Bachelor pro- gram that may be followed by a two years Masters program. On the basis of their academic record Masters graduates may proceed to a three year PhD degree, but to do so must obtain employment at one of the twelve institutions with university status. Denmark has a whole range of professional schools out- side the University sector. The education offered at them is often of the same duration as a university degree. The differ- ence is that the education, at least in principle, orients itself towards a certain profession, for example, social work, coun- seling, nursing and the like. In the last couple of years, many new professional schools have been organized in re- gional centers. Most of these schools have a library, but many of the schools are rather small and so are many of their libraries. However, the boundaries between the univer- sities and many of the professional schools are not as tight as they used to be due to a growing flexibility in the system and the fact that many of the professional schools have started research activities– often in cooperation with the uni- versity system or with industry. Academic libraries in Denmark constitute a very broad mix of different organizations, sizes and tasks spanning from the one-person library at a small educational institution to large university libraries. For many years there has been a very strong tradition of formal cooperation in the whole li- brary system, especially in relation to interlibrary lending, and citizens’ free access to items from every library in the country. This cooperation is reinforced by the introduction of services such as digital libraries. Denmark also has probably the best-financed public li- brary system one can find in any country. All municipalities are by law required to run a library service with free access for citizens to the Internet. All public libraries have media collections including books, journals, music, videos and mul- timedia. The average expenditure per citizen on public li- braries is nearly US $80.00 per year. There are approxi- mately 270 municipalities in the country with a total of approximately 900 service points. The municipalities are organized in 16 counties, each of which has a so-called cen- tral library with obligations in relation to the other libraries financed by the municipalities. The obligations consist of ILL- activities, materials, education and different develop- ment tasks. A part of the budget for the central libraries comes from the state. 1 COOPERATION BETWEEN THE LIBRARY SECTORS A strong tradition for cooperation between the academic and public library systems, centered on ILL, exists in the coun- Department of Library and Information Management, Royal School of Library and Information Science, Copenhagen, Denmark. [email protected] The Journal of Academic Librarianship, Volume 29, Number 6, pages 411– 415 November 2003 411

Managing change in Danish libraries

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PERSPECTIVES ON● Managing Change in Danish Libraries

by Niels Ole Pors

This column gives a short overview of some of thesignificant issues in the library sector in Denmark. Italso includes references to the other Nordic countries

and to British library managers and their perceptions. Whilethe central focus is on academic libraries. boundaries be-tween the different types of libraries are becoming increas-ingly blurred in Denmark. Therefore, the column refers gen-erally to some of the newer developments in librarymanagement in Denmark, and puts these into a sociologicaland organizational context emphasizing the process of man-agement and the characteristics of leaders and managers inthe library sector.

In many ways, Denmark and the other Scandinaviancountries differ from other countries, although due to theirmembership of the European Union there is, of course, acertain convergence. Denmark has a relatively huge publicsector and the spread of welfare services is extensive. Edu-cation is free–or rather financed by the tax system. Nobodypays directly to participate in education, and all universityeducation is free. All students from the age of 18 receive astudy grant, independent of their parents’ income, of approx-imately US $650.00 per month. PhD students are employedby the institution in which they are studying, and receive asalary according to a Trade Union negotiated salary scale forgraduates.

We see the same kind of tax-financed activity in the li-brary sector. The use of both public and academic librariesis free. Not even newer services like Internet access, lendingof videos, DVDs and music can be charged for. It is thesame for Inter Library Lending (ILL)–activities. They arefree for users and users have, in principle, access to all li-braries in the country.

These features of Danish society have a profound influ-ence on both the organization of the library system and theway people behave and think about library services.

LIBRARIES IN DENMARK

The educational system in Denmark is a mix between Euro-pean and British traditions. In total, only 13 institutions haveuniversity status. The criteria for university status are sev-eral: the institutions have the right to award the PhD degreeand run PhD programs; they have a research obligation; theyhave full professors. A university degree in Denmark followsthe British pattern, beginning with a 3-year Bachelor pro-

gram that may be followed by a two years Masters program.On the basis of their academic record Masters graduates mayproceed to a three year PhD degree, but to do so must obtainemployment at one of the twelve institutions with universitystatus.

Denmark has a whole range of professional schools out-side the University sector. The education offered at them isoften of the same duration as a university degree. The differ-ence is that the education, at least in principle, orients itselftowards a certain profession, for example, social work, coun-seling, nursing and the like. In the last couple of years,many new professional schools have been organized in re-gional centers. Most of these schools have a library, butmany of the schools are rather small and so are many oftheir libraries. However, the boundaries between the univer-sities and many of the professional schools are not as tightas they used to be due to a growing flexibility in the systemand the fact that many of the professional schools havestarted research activities–often in cooperation with the uni-versity system or with industry.

Academic libraries in Denmark constitute a very broadmix of different organizations, sizes and tasks spanning fromthe one-person library at a small educational institution tolarge university libraries. For many years there has been avery strong tradition of formal cooperation in the whole li-brary system, especially in relation to interlibrary lending,and citizens’ free access to items from every library in thecountry. This cooperation is reinforced by the introduction ofservices such as digital libraries.

Denmark also has probably the best-financed public li-brary system one can find in any country. All municipalitiesare by law required to run a library service with free accessfor citizens to the Internet. All public libraries have mediacollections including books, journals, music, videos and mul-timedia. The average expenditure per citizen on public li-braries is nearly US $80.00 per year. There are approxi-mately 270 municipalities in the country with a total ofapproximately 900 service points. The municipalities areorganized in 16 counties, each of which has a so-called cen-tral library with obligations in relation to the other librariesfinanced by the municipalities. The obligations consist ofILL- activities, materials, education and different develop-ment tasks. A part of the budget for the central librariescomes from the state.1

COOPERATION BETWEEN THE LIBRARY SECTORS

A strong tradition for cooperation between the academic andpublic library systems, centered on ILL, exists in the coun-

Department of Library and Information Management, RoyalSchool of Library and Information Science, Copenhagen,Denmark. [email protected]

The Journal of Academic Librarianship, Volume 29, Number 6, pages 411–415 November 2003 411

Page 2: Managing change in Danish libraries

try, and for many years it has been the policy that all librar-ies are open to the public. This means that an academic li-brary serving an institution will often have ordinary citizensinterested in a specific topic among its users.

The tradition for cooperation among all types of librariesin Denmark has brought forward some very interesting digi-tal projects and solutions, such as the bibliotek.dk and thedeff.dk projects. Both projects are unique. Bibliotek.dk is inessence a database covering the holdings of all public andacademic libraries in Denmark. All citizens can access itfrom a computer and order documents, and can decide atwhich library they want to pick up the materials. In otherwords, people from a small village on the west coast ofDenmark can from their home order documents from theRoyal Library in Copenhagen and have the documents deliv-ered at their local library. This has resulted in a very hugeincrease in the ILL-system. It is also an example of technol-ogy driving the development of libraries, with the result thatthe boundaries between different types of libraries are likelyto be less distinct in the future. More important, it haschanged the behavior of the users considerably. This servicestarted in late 2000 and it has already changed Danish librar-ies for both better and worse.

The deff.dk project is in some ways a similar project. Inother ways, it is much more ambitious in scope and content.It is known as “the electronic research library” and its mainobjectives have been to give researchers, teachers and stu-dents at Universities and Higher Educational Institutions ac-cess to distributed information resources independent of theirinstitutional affiliation. Other objectives are the establish-ment of joint digitization projects, a common interface, jointcataloguing, cooperation concerning portals, e–learning ande-publishing, and the formation of consortia and a joint ad-ministration of licenses for electronic resources. The Danishstate has supported the deff.dk project in the period of itsdevelopment and it is now a permanent charge on the statebudget.

A third joint project deserves to be mentioned. Theproject is named Biblioteksvagten (the Library Watchman)and it is a digital reference service. Users can access theservice either from the homepages of an individual library oruse a direct URL address. The reference service is staffedwith professionals from the more than forty participatinglibraries, which are a mix of academic libraries and publiclibraries. Users simply write their question or request on aform and they get a fast answer to their e-mail address.

Both bibliotek.dk and deff.dk are outstanding examples ofcooperation between libraries and the vision of a state con-cerning access to information. At the same time, Danish aca-demic libraries belong to an educational or a research insti-tution and are principally financed by that institution. Inother words, academic libraries are in a conflicting situationbetween the cooperating library system and their own mas-ters or primary customers. In this context, it is also impor-tant to note that most academic libraries have been forced tocut back on expenses and some of them have made quite asubstantial number of staff redundant. It is also important tonote that during the last 10–15 years academic libraries havebeen an area of growth due to the rising number of studentsat universities and in higher educational institutions.

Danish libraries are thus similar to Swedish and otherNordic research libraries, having several interesting features

in common.2 They are open to the public and everyone canuse them. They are also part of a co-operating library systemthat includes public libraries. The libraries cooperate in rela-tion to inter library lending, joint catalogues, and IT - devel-opment projects. The traditional boundaries between differ-ent types of libraries are therefore tending to disappear. Thisinvolves huge organizational changes demanding leadershipand new ways of networking.

LEADERSHIP CHALLENGES IN DANISH LIBRARIES

In Scandinavia, as in many other parts of the world, there isa tremendous focus on leadership development in the publicsector.3,4 Following a new library act passed by the Parlia-ment in 2000, the Danish National Library Authority ear-marked a substantial amount of money for the developmentof leadership competencies in the library sector. Nearly 200library managers have participated in continuing educationduring the last 2 years to develop leadership competenciesand capabilities which are perceived to be crucial to enablelibraries to respond to the changes that will take place at alllevels of library service. This is part of an increased focuson public managers and management among Danish politi-cians, voters, and taxpayers. Ideas and elements from PublicSector Reform or New Public Management (NPM) philoso-phy have significantly influenced both the vocabularies andpractices of management discussions, especially in resourceintensive sectors such as health, social security, and educa-tion. Technological innovations and new media also confrontlibrary management with a number of challenges and prob-lems. The New Public Management philosophy has influ-enced the public sector in most Western countries but it islikely to have influenced different countries in differentways, due to different social, political, and cultural structuresand orientations. For example, in the United Kingdom thishas taken the form of the Research Assessment Exercise thathas formalized way the evaluation of teaching at Universitiesand Higher Educational Institutions takes place. It appearsthat the systematic evaluation has permeated British societymore than it has in other European countries.

NEW PUBLIC MANAGEMENT

In Denmark, the New Public Management (NPM), driven byboth the State, and municipalities, has various facets. Theseinclude strengthening the visibility between production,economy and reporting, and emphasizing competition bymeans of outsourcing, privatization and decentralization.Competition among public vendors and providers is a centralelement. For example, the recent Danish library law of 2000is influenced by NPM thinking by promoting fee-based ser-vice in public libraries, introducing financial incentives intointer-library cooperation, and abolishing the existing monop-oly of librarians in leadership positions in public libraries.Here, the commercial and market-oriented aspects of NPMare especially promoted.

NPM is also heavily oriented towards human resourcefactors as central elements in the change process. The em-phasis on performance related pay schemes and individuallynegotiated salaries is a symptom of this. Another importantfactor is the emphasis on leadership and leadership develop-ment as a strategic tool, including an opposition to or dis-trust of profession-based leadership. Finally, the philosophyof NPM involves market control, minimization of democratic

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control in institutions and a clear division between politicaland administrative management and leadership. A wholeagenda of performance measurement, evaluation, user sur-veys, service declarations, service quality, and so on, is partof this movement.

However, it is misleading to consider NPM elements assolely a result of external pressures. Indeed, key elements ofthe NPM framework have been introduced into the librarysector due to independent, professional developments. Thisis especially true regarding the ongoing trend towards user-or customer oriented points of view. Practitioners and re-searchers have together developed concepts of systematicevaluation, user surveys, performance measurement, andquality management, within the library sector: This has hap-pened independently of government NPM initiatives.

VALUE BASED MANAGEMENT

Value based management is like New Public Management inthat it is an ideological orientation rather than a practicespringing from a theoretical viewpoint. There is no underly-ing comprehensive and cohesive set of theories pertaining tovalue based management, and it has a multitude of ap-proaches and constructions. The common feature is an em-phasis on internal processes, especially staff-related issueswithin the organization. There seems to be an increasingacceptance of the fact that most organizations are multicul-tural or consist of very different value sets.5 It is no longeran objective to adapt all employees to the same culturalnorms and behavior. Value based management is not onlyoriented towards internal issues and problems. Some of thenewer efforts such as image building, branding, and increas-ing reputation all have the overall purpose of creating a cor-porate identity and reputation. This is closely related to theemerging concept of the ‘story’ and ‘storytelling’ as a man-agement tool. The purpose of storytelling is to create andmake explicit the basic values of the organization in a trust-worthy, convincing and identifiable manner. Trustworthymeans in this context a story shared and believed by the rel-evant stakeholders. The whole concept concerning storytell-ing, branding, and image is about the expressive organiza-tion.

Today new buzzwords have been added: ethics, values,emotional intelligence, corporate culture, symbols, sensemaking, reflection, identity, therapy, and even love. Never-theless, they also share a common focus on the human indi-vidual. Indeed, you could go a step further and emphasizethat most of these different theories and approaches have acommon view of human nature. If the premise of NPM iseconomic man–self-interest motivates citizens–the soft mod-els assume that trust and cooperation play the essential role.To simplify, proponents of classic bureaucracy see the stateas the key organizational model in society. NPM adherents,on the other hand, consider the market as the ideal socialorganization. Finally, we have the supporters of soft man-agement concepts to whom the civil society represents anoptimal form.

One essential characteristic of NPM was its aim of trans-lating private sector management concepts and practices intoa public sector context. However, the same could be saidabout most of the soft philosophies. Corporate culture,knowledge management, the learning organization, and soforth, have all been applied in private sector environments

before they were introduced in public institutions. Thismeans that the public-private sector dichotomy is not partic-ularly helpful to distinguish between NPM and value-ori-ented management thinking and practice. The real differenceseems to be between system-oriented approaches focusing oncontractual or market relations and a life-world-oriented ap-proach emphasizing trust, dialogue, and ethical values.

However, it is also important to stress that the soft princi-ples and methods typically are seen as means to achieve cer-tain ends; they are not goals in themselves. The soft ap-proaches are applied in industrial contexts in the privatesector in the pursuit of profit, market share, effectiveness,efficiency, and other relevant business goals. The same canbe said of their use in public sector environments, and librar-ies, where they are intended to further institutional objectivessuch as customer satisfaction, increased circulation, innova-tion, cost-effectiveness, and also competitive advantage. Onthe other hand, the approaches are not just means, but maybe embedded in the cultural characteristics of certain coun-tries.

CONFLICTING PRESSURES

It is clear from this that Danish library directors and manag-ers have to operate in a situation characterized by conflictingpressures which come from the mix of demands from thestate or financing body, the customers, and staff.

Each of these puts pressure on a single public institutionand constrains its freedom of action. The individual libraryhas to respond to pressures from each of the three factors,each of which brings its own kind of forces. Basic to theconcept of the state is the notion of a social contract be-tween public institutions and citizens that emphasizes de-mocracy, control, efficiency, and equal treatment of all citi-zens. The notion of the civil society has more do withattitudes, feelings, values, and symbols. The concept of be-longing is central in defining the civil society in the sameway as it is central in defining the culture of an institution.The structure of its institutions is the glue that keeps a soci-ety together. The market, in contrast, relies on quid pro quorelations, with money as the mediator.

The conflicting pressures that emerge from the interactionbetween these factors has consequences for the organiza-tional structure, for organizational strategy, and for organiza-tional leadership.

DANISH AND BRITISH LIBRARY MANAGERS COMPARED

In response to growing interest in leadership and manage-ment in library and information science, and some of thevery fundamental changes that are taking place in the publicsector, a recent study that focused on aspects of leadershipstyles and the perceptions of library managers in Britain andin Denmark, was carried out in Denmark in 2001 and in theUnited Kingdom in 2002 - 2003. The study, carried out inthe UK by the School of Informatics, University ofNorthumbria in Newcastle, and in Denmark by the Depart-ment of Library and Information Management, at the RoyalSchool of Library and Information Science, was based on acomprehensive questionnaire consisting of over 250 ques-tions and statements, and included directors and managersfrom the public library and academic (special) library sector.The main results from the Danish survey have already beenreported in several publications.6,7,8

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The study found huge and interesting differences amongthe profiles of library managers in the United Kingdom andDenmark. Some of these are of interest in the context of thepresent discussion of changing pressures on library manag-ers. Overall, the study showed, British library managers feelthey have less freedom in the job than their Danish col-leagues, have a much more strained relationship betweentheir private life and work life, and their perception of jobsecurity is less. They are potentially much more mobile, andtheir job satisfaction is lower. Their knowledge of manage-ment tools also differs. For example, the British managerswere more likely to claim a high level of knowledge con-cerning strategic tools whereas Danish managers were morelikely to possess knowledge of human oriented managementtools and tools related to competency development. This alsoapplied to the actual use of management tools in British andDanish libraries and to management styles. Managementstyles tended to be much softer or feminine in Danish librar-ies.

The study used as a theoretical framework the notion ofmanagement concepts as an answer to changing environmen-tal challenges. Four recognized drivers of organizationalchange have appeared since the Second World War: As ananswer, four managerial consequences are likely to occur:

1. Increased complexity 3 development of professional andadministrative excellence

2. Increased uncertainty and turbulence 3 development ofstrategic overview

3. Claims for openness, publicity and legitimacy 3 devel-opment of values and ethics

4. Increased cross-pressure 3 development of political man-agement and navigation

In turn, these managerial consequences suggest certainresponses in terms of need for new leadership personalities,qualifications, and roles. For example, development of ade-quate professional and administrative expertise requires fa-miliarity with a number of tools such as resource manage-ment, budgeting, planning, and librarianship. In the sameway strategic overview is likely to be enhanced by methodsand tools such as strategic management, SWOT-analysis,and user surveys. Ethics and values are stimulated throughdialogue and interaction oriented leadership styles and com-munication models emphasizing identity and meaning. Fi-nally, political management skills are developed through po-litical contacts and increased visibility towards the politicalsystem and other external stakeholders.

A similar simple interpretation, involves the classic dis-tinction between leadership and management. Management isabout coping with complexity whereas leadership is copingwith change. These two different functions shape the charac-teristic activities of management and leadership. Planning,budgeting, organizing, staffing, controlling, and problemsolving are the typical management activities. By contrast,leading an organization to change begins with setting a di-rection, aligning people, creating coalitions, motivating, andinspiring by appealing to basic human needs, values, andemotions. It is important to notice that both leadership andmanagement are necessary for success in an increasinglycomplex environment. According to this last conceptualframework, value-based management and NPM-based leader-

ship and management can be seen as distinctive and comple-mentary approaches and not as mutually exclusive ap-proaches. The preferences and perceptions of the libraryleaders here make sense because they reflect recognition ofboth management and leadership as necessary parts of theirwork.

A conceptual framework such as this gives interestingresults when applied to comparative studies. There is nodoubt that British and Danish societies differ in the waymanagement concepts and approaches permeate institutionsand discourses running in the institutions. For example, re-lated concepts such as knowledge management and intellec-tual capital accountancy are more widespread in Scandinaviathan in Great Britain. Analyzing guidelines concerning intel-lectual capital accountancy it is evident that it is a phenome-non that basically is about strategic leadership and planning.Thus, the emphasis in Danish libraries tends towards compe-tency development among staff and, in the sense of Hofst-ede,9,10 much more feminine character in terms of the use ofmanagement terminology.

The study found that the concepts of Hofstede11,12 arerelevant as analytical tools with at least some ability to ex-plain differences in management style and activity. Thus, therestructuring of public institutions in England appears to bemore performance driven, strategically oriented and con-trolled than the restructuring taking place in Scandinavia.The effect of this is that British managers feel that they haveless freedom in relation to their actions and that to a higherdegree they have to comply with stakeholders. This has con-sequences for stress-levels and perception of the balance be-tween family life and work life, as noted above. It also ap-pears to result in a slightly lower average job satisfaction.Increased turbulence and uncertainty, one of the drivingforces for change noted above, appear to permeate Britishinstitutions both in relation to the sense of job security butalso in the need for emphasis on strategies and strategicmanagement as a way to cope with a turbulent environment.This is demonstrated through the difference in preferred, orat least employed, management tools.

PERSPECTIVES AND CONCLUSIONS

Investigations of this kind are interesting because they high-light some important issues concerning the future of librar-ies. One of these issues is recruitment of future directors andmanagers. At least in Scandinavia, there is a growing con-cern about recruitment of leaders and managers in the librarysector. This concern is partly due to characteristics amongyounger librarians. It seems that they are more oriented to-wards self-fulfillment and self-realization in their work life.Recruitment and establishing attractive workplaces is, andwill continue to be, of paramount importance in the publicsector. Library leaders need to create both attractive work-places and create images of institutions with values andspace for both personal and professional development. Theseare some of the problems that leaders and managers in thelibrary sector have to face. It is in many respects a questionof increasing the visibility of the library sector, and increas-ing the visibility of institutions through branding, public re-lations, and political contacts. These and other acts that fa-cilitate a change in mental images of libraries, and ofmanagement roles, are needed so that the younger generationperceive management jobs as giving and challenging at both

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the professional and personal level. It is interesting to notedifferences between countries in relation to these issues.

Another issue concerns professional discussion concerningmanagement tools and ideas, including the export and importof management principles and tools. Differences in the useof management tools and ideas seem to be related to bothnational cultures and also to the organizational culture of agiven organization. These kinds of insight are of paramountimportance working in an international context. This makesit even more depressing to observe the lack of internationalorientation among library managers, in the UK/Danish study.Very few appeared to think that international experience andskills in foreign languages matter in relation to the manage-ment role.

However, technology is the over-riding driving force thatis changing libraries in a turbulent environment. Manage-ment skills become more and more important to secure thelegitimacy of libraries in the coming years. This column hastried to illustrate some of the problems from a Danish pointof view, with reference to other countries. Different nationalsettings, traditions and cultures pose a diverse range of prob-lems that can only partly be solved by generic means. Onething is sure. The challenges that library managers will needto meet in the coming years will increase both in complexityand number. The real question is: How do library managers– and the profession as a whole – secure the possession ofthe relevant skills, competencies and attitudes to navigate ina space characterized by such conflicting pressures?

NOTES AND REFERENCES

1. http://www.bs.dk - The website of the Danish National LibraryAuthority contains a wealth of information about all aspects ofDanish libraries accessed: August 10, 2003.

2. Lindquist, M. G. “Swedish Libraries 2001: An Increased Rolein the Education Society While Adjusting to Harder Econom-ics and Technology” In Advances in Librarianship edited byF. C. Lynden, vol 26. New York. Academic Press. Elsevier,2002.

3. Peter Hernon, Ron Powell, & Andrew Young, “University Li-brary Directors in the Association of Research Libraries: TheNext Generation, Part One,” College and Research Libraries 62(March) 2001: 116–14.

4. Peter Hernon, Ron Powell, & Andrew Young, “University Li-brary Directors in the Association of Research Libraries: TheNext Generation, Part Two”, College and Research Libraries 63(January) (2002): 73–9.

5. Edgar Schein, “Organizational Culture and Leadership (1992)San Francisco: Jossey-Bass.

6. Carl Gustav Johannsen & Niles Ole Pors, “Library Managers andManagement 2001: a New Danish Survey”, The New Review ofInformation and Library Research 7) 2001): 186–200.

7. Niels Ole Pors “Dimensions of Leadership and Service Quality:The Human Aspect in Performance Measurement” p. 245-253. InProceedings of the Fourth Northumbrian International Confer-ence on Performance Measurement in Libraries and InformationServices: Meaningful Measures for emerging Realities, edited byJoan Stein, Martha Kyrillidou & Denise Davis, Pittsburgh, Au-gust 2001. Washington DC : Association of Research Libraries.2002.

8. Niels Ole Pors & Carl Gustav Johannsen, “Job Satisfaction andMotivational Strategies among Library Directors”, New LibraryWorld1036 (2002): 199–20.

9. Geert Hofstede, “Culture’s consequences: International Differ-ences in Work-related Values (1980) London: Sage.

10. Geert Hofstede, “Culture and Organisations: Software of theMind (1991) London: McGraw-Hill.

11. Hofstede, 1980.12. Hofstede, 1991.

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