Exploring Transformation in an Entrepreneurial Academic Library
Saved in:
| Title: | Exploring Transformation in an Entrepreneurial Academic Library |
|---|---|
| Language: | English |
| Authors: | Fredrick Otike (ORCID |
| Source: | portal: Libraries and the Academy. 2024 24(2):235-250. |
| Availability: | Johns Hopkins University Press. 2715 North Charles Street, Baltimore, MD 21218. Tel: 800-548-1784; Tel: 410-516-6987; Fax: 410-516-6968; e-mail: jlorder@jhupress.jhu.edu; Web site: https://www.press.jhu.edu/journals/list |
| Peer Reviewed: | Y |
| Page Count: | 16 |
| Publication Date: | 2024 |
| Document Type: | Journal Articles Reports - Research |
| Education Level: | Higher Education Postsecondary Education |
| Descriptors: | Academic Libraries, Technological Advancement, Library Development, Entrepreneurship, Library Services, Library Role, Institutional Survival, Access to Information, User Needs (Information) |
| DOI: | 10.1353/pla.2024.a923705 |
| ISSN: | 1531-2542 1530-7131 |
| Abstract: | Academic libraries are experiencing drastic changes due to unprecedented advancements in technology. This advancement has caused changes in users' information-seeking behavior, increased information competitors, and easy access and availability to free information on the internet. It is unfortunate that all this is happening amidst the dwindling financial support libraries receive from their parent organization. These variations, such as the digital shift and remote access, changing user expectations, open access movement, the need for data management and preservation models are causing havoc and disruption to academic libraries; therefore, academic libraries need to justify their position and relevancy. This paper discusses the conundrum academic libraries face and suggests why and how they should adopt entrepreneurial practices. |
| Abstractor: | As Provided |
| Entry Date: | 2024 |
| Accession Number: | EJ1420808 |
| Database: | ERIC |
|
Full text is not displayed to guests.
Login for full access.
|
|
| FullText | Links: – Type: pdflink Url: https://content.ebscohost.com/cds/retrieve?content=AQICAHj0k_4E0hTGH8RJwT4gCJyBsGNe_WN95AvKlDbXJGqwxwEEj4krnLnbSmpWbwWP5joDAAAA4zCB4AYJKoZIhvcNAQcGoIHSMIHPAgEAMIHJBgkqhkiG9w0BBwEwHgYJYIZIAWUDBAEuMBEEDM1hoxf9E29uXIsArwIBEICBm-eqde5-iJKxZu1XKr1BHPqo_0tgOcoSTBQgRGU3XgYl663Ia37BP7HQxL1mDa7pz2WOc_hrC-H2hJf9HI1kq1KXc14P56HmMr35E4LCm_b5-AU-MiGJ1P3zGffYuMsxTw-p0FsY3HFu9AjmjCb6Ms8W_-lnU_4nH539pLsuyIZpFg7LLx39O-RdUEp4bh_vK8h_dgj2EGBFvPjZ Text: Availability: 1 Value: <anid>AN0176451844;f9n01apr.24;2024Apr08.05:59;v2.2.500</anid> <title id="AN0176451844-1">Exploring Transformation in an Entrepreneurial Academic Library </title> <sbt id="AN0176451844-2">Introduction</sbt> <p>Academic libraries are experiencing drastic changes due to unprecedented advancements in technology. This advancement has caused changes in users' information-seeking behavior, increased information competitors, and easy access and availability to free information on the internet. It is unfortunate that all this is happening amidst the dwindling financial support libraries receive from their parent organization. These variations, such as the digital shift and remote access, changing user expectations, open access movement, the need for data management and preservation models are causing havoc and disruption to academic libraries; therefore, academic libraries need to justify their position and relevancy. This paper discusses the conundrum academic libraries face and suggests why and how they should adopt entrepreneurial practices.</p> <p> <bold>T</bold>echnological advancement is changing the world; as such, there is a need for transformation and the establishment of adaptable and long-lasting solutions to these changes. For the longest time, universities have been known to be involved in teaching, learning, and conducting research. They have been a force in training professionals, conducting research and knowledge creation, teaching, and scholarship. However, with the new technological dispensation, dwindling financial support from funders, and ever-increasing societal expectations, universities are leading in becoming more entrepreneurial. Similarly, academic libraries have long been recognized as the central pillar of information access. They previously enjoyed financial support from their parent organizations and other stakeholders. They were considered well-structured, with vast access to information resources; they had a well-laid-out sequential procedure for accessing information. The value associated with academic libraries was so great that American writer and historian Shelby Foote defined and described a university as "<emph>a group of buildings gathered around a library,"</emph> symbolizing the academic libraries' significant position. However, with the proliferation of advanced technology and the introduction of the internet, access to the physical library has changed.[<reflink idref="bib1" id="ref1">1</reflink>] Academic libraries are losing their monopoly as the sole information providers.[<reflink idref="bib2" id="ref2">2</reflink>] They are currently being shunned and are valued for their space rather than their resources.[<reflink idref="bib3" id="ref3">3</reflink>]</p> <p>When writing on entrepreneurial universities in India, Muralidharan Loganathan and M. H. Bala Subrahmanya argue that stakeholders expect universities to shift from the traditional practice of imparting knowledge to acting as real problem solvers; they must move out of their comfort zone and work with industries, societies, and governments to adopt policies and structures that support entrepreneurship.[<reflink idref="bib4" id="ref4">4</reflink>] However, while all these changes are taking place, very little is being done in academic libraries to transform them and adapt to these new changes and paradigm shifts. Kornelija Petr, writing from Croatia, argues that this is due to academic librarians' fear of being made redundant by change.[<reflink idref="bib5" id="ref5">5</reflink>] Faten Hamad, Maha Al-Fadel, and Hussam Fakhouri support this, finding that most academic librarians fear new technology will replace them.[<reflink idref="bib6" id="ref6">6</reflink>] The issue surrounding the library's inadequate allocation of funds is also an issue; in Hungary, Asmaa Bouaamri et al. find that academic libraries face limited financial support to enable them to establish new projects.[<reflink idref="bib7" id="ref7">7</reflink>] It is equally argued that new technology requires additional training, which most librarians are not willing to engage in. As Hamad, Al-Fadel, and Fakhouri put it, "the lack of training provided for library staff might negatively reflect on their confidence in their ability to deal with or handle the new advanced and smart services."[<reflink idref="bib8" id="ref8">8</reflink>] In spite of the fears listed above, with the proliferation of technological innovation, academic libraries need to constantly transform and change to meet the new user demands.[<reflink idref="bib9" id="ref9">9</reflink>] It is, therefore, because of these developments that academic libraries need to transform into entrepreneurial academic libraries.</p> <hd id="AN0176451844-3">Entrepreneurial Universities and Academic Libraries</hd> <p>What qualities do entrepreneurial universities have? Entrepreneurial universities can be described as higher institutions that actively promote and support entrepreneurial activities and values within their academic community.[<reflink idref="bib10" id="ref10">10</reflink>] This can be through collaboration with industry, government, or other stakeholders to drive innovation, economic development, and social impact.[<reflink idref="bib11" id="ref11">11</reflink>] They serve as engines of innovation, job creation, and economic growth. In Lagos, Nigeria, Peter Bamkole and Stanley Ibeku demonstrate how entrepreneurial universities can play a critical role in addressing the evolving needs of society and the economy, serving as catalysts for innovation, economic development, and positive social change.[<reflink idref="bib12" id="ref12">12</reflink>] Globally, universities are becoming more entrepreneurial because entrepreneurial universities are considered significant in developing learners' critical minds, influencing community development, and enhancing creativity and problem-solving.[<reflink idref="bib13" id="ref13">13</reflink>]</p> <p>Academic libraries have enjoyed a monopoly in the information sector for a long time; they have been the focal point when it comes to accessing information.[<reflink idref="bib14" id="ref14">14</reflink>] Nevertheless, this situation is changing; the entrance of the internet has brought competition to libraries. Academic libraries need to transform and align with this new norm to continue to enjoy their role. Academic libraries are institutions that are not autonomous; they are established to serve the needs of their respective universities. As such, they should strive to be relevant and, at the same time, meet the information needs of the institutions they serve. With the current economic turmoil, establishing academic libraries as entrepreneurial will ensure they can catalyze continuous economic growth, enhance job creation, and foster resilience while providing valuable resources within the university and the broader community.</p> <p>What is an entrepreneurial library? An entrepreneurial library is defined as a library that embraces an entrepreneurial culture to innovate its services, (not one solely focused on offering support to entrepreneurs).[<reflink idref="bib15" id="ref15">15</reflink>] It can be described as libraries that adopt entrepreneurial principles and practices to serve their communities better and adapt to changing societal needs. These libraries go beyond the traditional and routine library services of acquisitions, processing, storage lending, and receiving of physical books and resources from library users, and rather embrace innovative approaches such as engaging in digital and smart resources.[<reflink idref="bib16" id="ref16">16</reflink>] They foster collaborations and outreach services, support for research and innovation within the academic library.[<reflink idref="bib17" id="ref17">17</reflink>] They provide and transform library space for the creation and hosting library of maker spaces and labs.[<reflink idref="bib18" id="ref18">18</reflink>] These services nurture creativity, economic development, and community engagement. Despite the emphasis placed on universities around the globe to transform and become entrepreneurial and innovative, it is unfortunate that academic libraries have not overwhelmingly been able to heed this call.[<reflink idref="bib19" id="ref19">19</reflink>] From the literature review, it is apparent that the concept of entrepreneurial academic libraries has not received much attention globally. However, recently, we have witnessed more appreciation of academic libraries embracing innovation and innovative strategies in libraries.[<reflink idref="bib20" id="ref20">20</reflink>] The rest of this article will explore some examples of entrepreneurial and innovative strategies. Note that innovation, though not the same as entrepreneurship, is closely related to entrepreneurship, and the terms often are used synonymously. Innovation refers to generating new ideas and solutions. It is the creation and development of a concept that is later brought into the market, while entrepreneurship is about turning those innovative ideas into viable businesses or ventures. Both innovation and entrepreneurship are vital drivers of economic growth and societal progress. Entrepreneurship involves identifying, examining, and implementing business opportunities; while innovation is considered a tool of entrepreneurship, and is more inclined toward science, while entrepreneurship is more inclined toward business.</p> <hd id="AN0176451844-4">The Specific Qualities of Entrepreneurial Academic Libraries</hd> <p>With the current paradigm shift in library users' information preferences and the transformation of universities into innovative, entrepreneurial, research-focused, and economic-driven institutions, academic libraries have a significant role to play if they are to remain relevant. They, being established to support the information needs of universities, should evaluate their services, products, and systems to ensure they are user-focused, adding value and avoiding traditional practices at the expense of innovation and creativity. Traditional approaches will be unable to solve users' information problems, particularly those created by the current proliferation of technological advancement.[<reflink idref="bib21" id="ref21">21</reflink>] Therefore, academic libraries should evolve, transform, and adapt new innovative solutions. Entrepreneurial academic libraries can play a critical role in enhancing the overall educational experience and contributing to the broader mission of various universities in the following ways.</p> <hd id="AN0176451844-5">Meeting Evolving User Needs</hd> <p>Libraries need to establish appropriate ways to satisfy the needs of an increasingly diverse user population. As such, libraries must adapt to changing users' expectations and technological advancements. An entrepreneurial culture encourages libraries to continuously innovate their services to remain relevant and provide value to their patrons in an ever-evolving digital landscape.[<reflink idref="bib22" id="ref22">22</reflink>] This is usually done through establishing users' needs and striving to meet them. With the ever-changing information preferences of users, libraries must ensure that they conform to their user's information requests and assist them amicably.[<reflink idref="bib23" id="ref23">23</reflink>] Technology has altered how users access information; for instance, the issue of library space planning has tremendously changed. The current trajectory of libraries is toward implementing collaborative learning spaces.[<reflink idref="bib24" id="ref24">24</reflink>] The revolution of libraries is taking place so fast that it has necessitated libraries to engage in displacing and replacing old library practices with new practices.[<reflink idref="bib25" id="ref25">25</reflink>] For example, libraries need to have a diverse and inclusive collection reflecting a multitude of perspectives and cultures.[<reflink idref="bib26" id="ref26">26</reflink>] Some evolving needs currently being observed are digital resources and access, remote and mobile access, data management and research support, privacy and data security, online learning and support, and other emerging technologies.[<reflink idref="bib27" id="ref27">27</reflink>] These evolving needs highlight the library's pivotal role in supporting diverse learning and research needs in a digital and interconnected world.</p> <hd id="AN0176451844-6">Remaining Competitive</hd> <p>Academic libraries are currently facing competition from multiple fronts. For instance, the rise of digital resources and open-access materials has led to competition with commercial publishers and online platforms. There is the issue of search engines; libraries are challenged by the increasing availability of information through search engines and free online repositories of open-access scholarship, which can make users less reliant on traditional library resources. Additionally, the growing popularity of e-learning and online courses has made academic libraries compete with various educational technology providers. This has challenged libraries to expand their digital collections, licensing agreements, and subscription services to offer access to e-books, journals, and multimedia resources.[<reflink idref="bib28" id="ref28">28</reflink>] Furthermore, libraries are finding themselves partnering with educational technology companies to integrate their resources into learning management systems, embracing technological innovations to remain relevant in the ever-evolving landscape of digital education. This is coupled with the challenge they face in upgrading their Information Technology (IT) skills to adapt to these new technologies in e-learning, for instance, cloud computing, the Internet of Things, and smart library devices.[<reflink idref="bib29" id="ref29">29</reflink>] Furthermore, financially, academic libraries often compete for limited budget resources within their institutions, necessitating efficient resource allocation to meet evolving user needs. In this dynamic landscape, libraries must continuously adapt and innovate to remain relevant and demonstrate unique value to their academic communities. Academic libraries must, therefore, strategize and develop appropriate means of assisting their users and effective marketing strategies to remain relevant in the competitive information market.[<reflink idref="bib30" id="ref30">30</reflink>] Innovating library services helps libraries differentiate themselves, attract users, and remain competitive in a rapidly changing information landscape; entrepreneurial business strategies in library innovations will allow academic libraries to survive the competitive market.[<reflink idref="bib31" id="ref31">31</reflink>] For organizations to remain relevant and distinguish themselves from competitors, they need to engage in various strategies, for instance, investing in staff development and training, changing organizational culture, and working with customers.[<reflink idref="bib32" id="ref32">32</reflink>] Adopting and prioritizing appropriate technology will not only release librarians from performing routine duties but will give them an opportunity to focus on other pressing issues, such as constant library innovations. For instance, the adoption of artificial intelligence (AI) in academic libraries enhances the accessibility of virtual or remote services[<reflink idref="bib33" id="ref33">33</reflink>] while solving issues that relate to geographical barriers by facilitating easy remote learning research reference services.[<reflink idref="bib34" id="ref34">34</reflink>] On the flip side, the application of blockchain technology within libraries ensures secure and transparent management of digital assets, it also opens up new possibilities for enhancing the overall efficiency and accessibility of library services to its patrons.[<reflink idref="bib35" id="ref35">35</reflink>]</p> <hd id="AN0176451844-7">Optimizing Resource Allocation</hd> <p>Globally, universities and institutions of higher learning are experiencing challenges in increased costs with decreased funding. The high cost of living has necessitated this challenge and consequently the economic growth; as such, most funders have been forced to either withdraw financial support or reduce the budget allocation.[<reflink idref="bib36" id="ref36">36</reflink>] Therefore, most universities have been compelled to re-examine themselves and their roles in generating funds and reducing department budgets. The argument posits that due to the prevalence of decreased budget allocations, many university departments have been compelled to seek alternative methods for securing funding, with innovation being among the strategies employed.[<reflink idref="bib37" id="ref37">37</reflink>] Academic libraries can engage in entrepreneurial activities by utilizing diverse outreach strategies, including hosting fundraising events.[<reflink idref="bib38" id="ref38">38</reflink>] One approach is to partner with community organizations.[<reflink idref="bib39" id="ref39">39</reflink>] Libraries can seek phil-anthropic donations from stakeholders, and university alumni, for instance.[<reflink idref="bib40" id="ref40">40</reflink>] Another possibilities for libraries is to establish and optimize fee-based services.[<reflink idref="bib41" id="ref41">41</reflink>] Grants offer an opportunity to seek funding and to offer services through support of others seeking funding. Libraries can thereby generate funds and ensure sustained library operations.[<reflink idref="bib42" id="ref42">42</reflink>] For instance, in Austria, the University of Queensland Cybrary Library established entrepreneurial initiatives to increase and substitute the limited funds allocated to the library. Among the initiatives the university undertook for fund generation were selling library products, providing fee-based services such as reprographic services, renting out library spaces, providing internet and computer training, offering library services and access to libraries for a fee, offering library community consultancy services and providing grants applications services.[<reflink idref="bib43" id="ref43">43</reflink>]</p> <p>Establishing entrepreneurial library services can lead to more efficient resource allocation, helping libraries make the most of their budgets and staff expertise. It will create a new concept in libraries, moving from their perception as spenders to income-generating units within the universities. With adequate generations of funds, libraries can tackle various challenges they are exposed to and establish more user-focused services to meet their user's information demands. It is argued that innovation practices can assist academic libraries in solving the issue of reduced budget allocation.[<reflink idref="bib44" id="ref44">44</reflink>] However, even though entrepreneurial activities in academic libraries are a great avenue for fund generations, the obstacle lies with the librarians; they are equally required to have adequate entrepreneurial and innovative skills to heed this challenge.[<reflink idref="bib45" id="ref45">45</reflink>] Furthermore, Victoria Okojie from Nigeria points out that the successful rate of generating funds for academic libraries using innovation and entrepreneurial methods in developing countries is lower as compared to those in developed countries.[<reflink idref="bib46" id="ref46">46</reflink>]</p> <hd id="AN0176451844-8">Demonstrating Value to Stakeholders</hd> <p>Libraries with entrepreneurial cultures are better positioned to demonstrate their value to stakeholders, including university administrators, funders, and the public, embracing innovation and adapting to the evolving needs of their communities. For instance, Monica C LaBriola and Julianne Walsh discuss how the <emph>University of Hawaii</emph> at <emph>Mānoa</emph> library developed ScholarSpace, a digital repository and publishing platform, which provides a means for faculty and researchers to publish and share their work openly, contributing to the dissemination of knowledge and demonstrating the library's commitment to scholarly communication.[<reflink idref="bib47" id="ref47">47</reflink>] Innovative services can showcase the library's role as a dynamic and essential institution. They can highlight their impact through tangible metrics such as increased usage, engagement, and support for local start-ups and small businesses.[<reflink idref="bib48" id="ref48">48</reflink>] Additionally, these libraries can offer programs and resources that directly contribute to economic growth. For instance, the University of Worcester (UW) established the Hive at the university through a partnership with Worcestershire County Council (WCC). The Hive was known for its innovative and entrepreneurial approach. It actively engaged with the community, supported local start-ups, and was recognized as the hub for entrepreneurial activity in that region.[<reflink idref="bib49" id="ref49">49</reflink>]</p> <hd id="AN0176451844-9">Stimulating Creativity and Experimentation</hd> <p>An entrepreneurial academic library stimulates creativity by cultivating an environment that inspires exploration, innovation, and collaboration. Academic libraries stimulate university entrepreneurial initiatives significantly.[<reflink idref="bib50" id="ref50">50</reflink>] They offer flexible spaces designed for brainstorming, group projects, and creative thinking, fostering a culture of experimentation and ideation. Through partnerships with innovation hubs, start-ups, and interdisciplinary programs, they provide access to cutting-edge technologies and resources, inspiring users to think beyond traditional boundaries.[<reflink idref="bib51" id="ref51">51</reflink>] Additionally, an entrepreneurial library often offers workshops, events, and resources related to entrepreneurship and innovation, empowering students, faculty, and researchers to turn their ideas into tangible projects and start-ups.[<reflink idref="bib52" id="ref52">52</reflink>] By embracing emerging technologies and a forward-thinking approach, entrepreneurial academic libraries support academic pursuits and fuel a culture of ingenuity and entrepreneurship across the campus community. Having an entrepreneurial culture encourages library staff to experiment with new ideas. This mindset leads to developing novel services, programs, and technologies that can benefit users and the library at large. Since entrepreneurial libraries provide spaces and resources for creativity, users—including library staff—can be motivated to constantly involve themselves in generating ideas.[<reflink idref="bib53" id="ref53">53</reflink>] Entrepreneurial libraries are avenues for brainstorming; they encourage critical thinking and creativity.</p> <hd id="AN0176451844-10">Enhancing User Engagement</hd> <p>Academic libraries are generally established to serve users' needs. As such, for the libraries to meet the users' information needs, the users must be involved in the library's service transformations so that all of the generated services and products meet the users' information needs and preferences.[<reflink idref="bib54" id="ref54">54</reflink>] Entrepreneurial libraries are more likely to engage users actively in co-creating library services. This collaborative approach meets users' needs more effectively and fosters a sense of ownership and community involvement.</p> <p>Encouraging libraries to embrace an entrepreneurial culture and transform services ensures their continued relevance and effectiveness in a rapidly changing world. Such libraries are better equipped to adapt to the evolving needs of their users, engage with their communities, and demonstrate value to stakeholders, ultimately fulfilling their mission to provide access to knowledge and information for all.</p> <hd id="AN0176451844-11">Establishing Entrepreneurial Libraries</hd> <p>Although entrepreneurial libraries may seem simple, establishing an entrepreneurial library requires a lot of commitment and dedication to ensure its success. In this section, the authors highlight and discuss some of the fundamental requirements academic libraries should consider when developing an entrepreneurial library. Using various case studies, the authors share some requirements and hindrances that face academic libraries in establishing entrepreneurial libraries.</p> <hd id="AN0176451844-12">Staff Competency and Training</hd> <p>Creating an entrepreneurial university library requires a team of staff with unique skills and expertise that embodies and promotes the spirit of innovation and entrepreneurship. Librarians should be offered entrepreneurial courses that cover diverse topics. Librarians would benefit from courses in Lean Start-up Methodology, which focus on the significance of optimizing resource utilization so as to swiftly adapt to evolving community needs, while at the same time ensuring dynamic and consumer satisfaction.[<reflink idref="bib55" id="ref55">55</reflink>] Financial and business accelerator courses are essential for librarians in enhancing their financial literacy skills while at the same time providing them with the expertise to manage library resources efficiently, make informed financial decisions, and enhance their role as information professionals in an evolving entrepreneurial landscape.[<reflink idref="bib56" id="ref56">56</reflink>] Start-ups and Incubator courses will play a pivotal role in nurturing entrepreneurial skills among librarians, hence increasing their entrepreneurial and consulting skills, by providing practical knowledge to empower them to foster innovation within the library realm.[<reflink idref="bib57" id="ref57">57</reflink>] Such courses would offer library staff practical skills in entrepreneurship, giving them an added advantage in this technological dispensation era. It is pointed out that librarians must consistently re-assess their roles in the face of competition, maintaining relevance while prioritizing market sustainability and social accountability.[<reflink idref="bib58" id="ref58">58</reflink>] Research has shown that those who embrace entrepreneurship have proven to be novel and resourceful within the profession.[<reflink idref="bib59" id="ref59">59</reflink>] It is alleged that "lack of appropriate business and entrepreneurial competencies amongst library professionals is the reason most librarians are never involved in economic development issues."[<reflink idref="bib60" id="ref60">60</reflink>] Therefore, librarians with business and entrepreneurial degrees or experience are more resourceful in an entrepreneurial university.[<reflink idref="bib61" id="ref61">61</reflink>] They are considered skillful in mentoring and guiding students and researchers on their entrepreneurial journeys, helping them connect with resources, networks, and opportunities. In order to support users in an entrepreneurial library effectively and address their information needs, librarians should have sufficient entrepreneurial skills integrated into their professional expertise.[<reflink idref="bib62" id="ref62">62</reflink>] Therefore, having a curricular program that trains learners on innovation practices so that they can develop relevant competency skills is of the essence.[<reflink idref="bib63" id="ref63">63</reflink>] Furthermore, for sustainability purposes, library schools should consider establishing courses geared towards this goal. Staff members should be adept at traditional library functions and passionate about fostering creativity, risk-taking, and a problem-solving mindset among students and faculty. Librarians should understand entrepreneurship principles, start-up dynamics, and emerging industry trends. In a research paper titled <emph>"Incorporating Business Courses into LIS Programs in Hungary: An Examination of ALA-accredited programs,"</emph> the authors highlight how the demand for business and entrepreneurial courses in Hungary's Library and Information Sciences (LIS) degree program in Hungary necessitated the introduction of the specific courses in the program.[<reflink idref="bib64" id="ref64">64</reflink>]</p> <hd id="AN0176451844-13">Creating a Clear Library Strategic Plan, Mission, and Vision</hd> <p>Academic libraries must have a clear strategic plan that is well-documented. The strategic planning process should include all library staff so they feel ownership over the plan.[<reflink idref="bib65" id="ref65">65</reflink>] Khalfan Zahran Al Hijii states that "library leaders and the planning team should work together to develop an effective system for ensuring the commitment of all library staff to strategies of their libraries."[<reflink idref="bib66" id="ref66">66</reflink>] A strategic plan is essential, as it assists an organization in deliberating between its successes and failures.[<reflink idref="bib67" id="ref67">67</reflink>] The strategic plan, mission, and vision must also align with the institution's commitment to fostering innovation and entrepreneurship. A clear library strategic plan outlines specific goals, objectives, and initiatives to cultivate an entrepreneurial culture, including acquiring relevant resources, developing programs and events, and creating collaborative spaces. A strategic plan assists an organization in budgeting and justifying funds allocation.[<reflink idref="bib68" id="ref68">68</reflink>] The library should also have a clear mission that will guide and emphasize its role as a catalyst for innovation and a hub for entrepreneurship support within the university community. At the same time, the vision should articulate the long-term aspirations for the library's impact on fostering creativity, start-ups, and a culture of problem-solving and risk-taking. A clear strategy will ensure that projects are implementable and sustainable.[<reflink idref="bib69" id="ref69">69</reflink>]</p> <p>All new projects require funds and support, and establishing an entrepreneurial university library is no exception. However, for efficiency purposes, the entrepreneurial library's objectives should guide the determination of the funds required. This calls for a plan with an established strategic objective and intended outcomes. Budgeting for establishing an entrepreneurial academic library is a complex process that requires careful consideration of various factors. It involves allocating funds for both the initial setup of programs and initiatives and ongoing operations. Libraries must justify their financial demands with the increased cost of living and dwindling budget allocations.[<reflink idref="bib70" id="ref70">70</reflink>] The most unfortunate thing in libraries is that innovations are often judged by budgets and not results.[<reflink idref="bib71" id="ref71">71</reflink>] Drafting the budget should encompass expenses for physical infrastructure, including the construction or renovation of library spaces, acquisition of collections, and state-of-the-art technology to support digital resources. Additionally, funds must be allocated for staffing, which includes hiring qualified librarians, experts in entrepreneurship, and support staff. Investing in technology, including digital databases, software, and interactive learning tools, is essential. However, libraries can also consider other funding sources. For instance, building partnerships with local businesses and securing grants, donations, and endowments can contribute significantly to financial resources. Moreover, a well-planned budget must allow for ongoing maintenance, training, and development to keep the library at the forefront of supporting innovation and entrepreneurship, ensuring its long-term success and relevance within the university community.</p> <hd id="AN0176451844-14">Collaboration and Partnership</hd> <p>Establishing an entrepreneurial, cultured academic library is greatly enhanced through collaboration and partnerships.[<reflink idref="bib72" id="ref72">72</reflink>] Academic libraries can partner and collaborate with the community by establishing various best practices for engagement.[<reflink idref="bib73" id="ref73">73</reflink>] Varun Gupta and Luis Rubalcaba argue that academic libraries that heed entrepreneurial initiatives have better potential to engage in partnerships with business start-ups since "start-ups can leverage resources scattered across the virtual global connections of the entrepreneurial libraries, while on the other, these libraries can gain further competencies by working closely with start-ups."[<reflink idref="bib74" id="ref74">74</reflink>] In a conceptual paper titled "<emph>Academic Libraries as Community Resource Partners for Entrepreneurs,"</emph> Patrick Griffis notes that academic libraries can partner with entrepreneurs within their locality so that they can market themselves and exhibit their services and resources to the community.[<reflink idref="bib75" id="ref75">75</reflink>] The author points out various best practices that academic libraries can use to engage with the community, including networking with the community, which will enable libraries to attend entrepreneurs' events and activities. For instance, librarians can collaborate with small business development centers to help entrepreneurs launch their businesses. This collaboration may involve participating in outreach services where librarians attend community business start-up events, offering presentations about their services. Such forums not only facilitate librarians in establishing connections with communities but also foster the development of productive collaborations. Moreso, libraries can leverage university consulting initiatives to the community whereby the libraries meet the community and attend their programs in view of marketing and promoting their services to the community. Through such initiatives, the libraries will be able to sustain their relationship with the community entrepreneurs and, as such, solidify and expand their consultancy opportunities. To nurture an entrepreneurial spirit within the university community, the library should work with various stakeholders, including academic departments, local businesses, start-up incubators, and entrepreneurship-focused organizations.[<reflink idref="bib76" id="ref76">76</reflink>]</p> <p>Collaborations with academic faculty can ensure that the library's resources and programs align with curriculum needs. At the same time, partnerships with local businesses and incubators can provide access to real-world expertise, mentorship opportunities, and funding sources for aspiring entrepreneurs. These collaborations can enrich the library's offerings and create a dynamic ecosystem that fosters innovation and supports students and faculty in their entrepreneurial endeavors, ultimately contributing to the university's culture of entrepreneurship. It is, however, mentioned that for effective collaboration, there is a need to have a common goal and objectives among the collaborative entities.[<reflink idref="bib77" id="ref77">77</reflink>] Organizations with the same goals and objectives are more committed to sharing roles, decision-making, and responsibility.[<reflink idref="bib78" id="ref78">78</reflink>] In the collaboration between the University of Minnesota Libraries and the Carlson School of Management's Holmes Center for Entrepreneurship, common goals and objectives enabled the two collaborating parties to facilitate an ecosystem where innovation flourished in resource access and support, education, mentorship, networking, and innovation programs.[<reflink idref="bib79" id="ref79">79</reflink>] Collaborative initiatives assist partnering entities in aligning activities, cost reduction, strengthening infrastructure utilization, and encouraging entrepreneurial activities within the confined sustainability framework.[<reflink idref="bib80" id="ref80">80</reflink>]</p> <hd id="AN0176451844-15">Development of Innovation Hubs</hd> <p>Developing an innovation hub or incubator within an entrepreneurial academic library is significant when nurturing innovation and entrepreneurial endeavors. For instance, at Columbia University's Digital Science Center, the library demonstrates that it offers access to high-performance computing, data analysis tools, and workshops to support interdisciplinary research and innovation.[<reflink idref="bib81" id="ref81">81</reflink>] At the University of Minnesota (UMN), the university library collaborated with Carlson School of Management's (CSOM) Holmes Center for Entrepreneurship (HCE) to create incubator spaces and maker spaces with students and entrepreneurs to influence research innovation and commercialization.[<reflink idref="bib82" id="ref82">82</reflink>]The trends today predict the future; therefore, libraries must break from tradition and embrace the new trends by establishing innovation hubs.[<reflink idref="bib83" id="ref83">83</reflink>] Library space can be designed as a dynamic and collaborative environment with state-of-the-art facilities, cutting-edge technology, and resources essential for idea incubation and growth. The innovation hub should be able to offer mentorship and coaching programs to guide students, faculty, and community members through the entrepreneurial journey. Building strong partnerships with local industries, investors, and entrepreneurs can facilitate networking and funding opportunities. Libraries must establish practical online research guides for a thriving innovation hub for visibility and awareness.[<reflink idref="bib84" id="ref84">84</reflink>] Furthermore, flexible co-working spaces, access to prototyping equipment, and expert advice on intellectual property and business development are vital components. Such an incubator within the university library will encourage innovation, drive entrepreneurship, and contribute to economic growth in the region, aligning with the university's mission to empower students and promote academic and economic excellence.</p> <hd id="AN0176451844-16">Conclusion</hd> <p>The current global changes facing university and university education require prompt resolutions to ensure adaptability and sustained effectiveness in addressing emerging challenges. These resolutions must be drastic and are necessitated by the proliferation of advanced technology, changes in users' perceptions and expectations, and increased market demand. Academic libraries and institutions mandated to serve the needs of their parent organizations, need to adjust to the trajectory of change so that they do not become redundant and face extinction. These responses must involve collaboration among various sectors to ensure a smooth transition. For instance, universities offering library courses must constantly revise curricula to meet current demands. Libraries need to establish innovative and entrepreneurial ways to tackle the current competitors in the information market and reposition themselves as information providers within the institution; academic libraries need to partner with various academic departments; and, most importantly, library leaders must provide a strong vision. The synergy between supportive university management and visionary leadership within the academic institution plays a crucial role in driving constructive transformation.[<reflink idref="bib85" id="ref85">85</reflink>]</p> <p>Developing an entrepreneurial university library is not an easy venture; this is evident from the fact that very few entrepreneurial academic libraries exist as compared to entrepreneurial universities. Therefore, academic libraries must be ready to embrace change to become more entrepreneurial.[<reflink idref="bib86" id="ref86">86</reflink>] Shifting the traditional library culture to embrace entrepreneurship can be met with resistance from within the institution, necessitating a change management strategy. Ongoing challenges include staying relevant in a rapidly changing entrepreneurial landscape, ensuring that services and resources meet evolving needs, and fostering connections with local industries and startups. Furthermore, nurturing a culture of risk-taking and fostering a dynamic, innovative atmosphere can be met with skepticism in more traditional academic environments. Overcoming these challenges requires strong leadership, continuous adaptation, dedicated personnel, and a commitment to promoting entrepreneurship within the university library network.</p> <ref id="AN0176451844-17"> <title> Footnotes </title> <blist> <bibl id="bib1" idref="ref1" type="bt">1</bibl> <bibtext> Fredrick Wawire Otike, "Digital Transformation of Academic Libraries in Developing Countries in Africa," in <emph>Valóságos könyvtár – könyvtári valóság</emph>, ed. Péter Kiszl and Katalin Németh (2023), 419–33, https://doi.org/10.21862/vkkv2022.419.</bibtext> </blist> <blist> <bibl id="bib2" idref="ref2" type="bt">2</bibl> <bibtext> John Cox, "The Position and Prospects of Academic Libraries: Weaknesses, Threats and Proposed Strategic Directions," <emph>New Review of Academic Librarianship</emph> (2023): 1–25, https://doi.org/10.1080/13614533.2023.2238691.</bibtext> </blist> <blist> <bibl id="bib3" idref="ref3" type="bt">3</bibl> <bibtext> Asmaa Bouaamri and Hajdu Ágnes Barátné, "A Theoretical Perspective of Public Library Physical Spaces in a Digital Environment," <emph>Library Hi Tech News</emph> 39, 2 (January 1, 2022): 11–17, https://doi.org/10.1108/LHTN-12-2021-0093.</bibtext> </blist> <blist> <bibl id="bib4" idref="ref4" type="bt">4</bibl> <bibtext> Muralidharan Loganathan and M. H. Bala Subrahmanya, "Efficiency of Entrepreneurial Universities in India: A Data Envelopment Analysis," <emph>Journal of the Knowledge Economy</emph> 14, 2 (June 1, 2023): 1120–44, https://doi.org/10.1007/s13132-022-00897-z.</bibtext> </blist> <blist> <bibl id="bib5" idref="ref5" type="bt">5</bibl> <bibtext> Kornelija Petr, "Quality Measurement of Croatian Public and Academic Libraries: A Methodology," <emph>Performance Measurement and Metrics</emph> 8, 3 (January 1, 2007): 170–79, https://doi.org/10.1108/14678040710841045.</bibtext> </blist> <blist> <bibl id="bib6" idref="ref6" type="bt">6</bibl> <bibtext> Faten Hamad, Maha Al-Fadel, and Hussam Fakhouri, "The Provision of Smart Service at Academic Libraries and Associated Challenges," <emph>Journal of Librarianship and Information Science</emph> 55, 4 (December 1, 2023): 960–71, https://doi.org/10.1177/09610006221114173.</bibtext> </blist> <blist> <bibl id="bib7" idref="ref7" type="bt">7</bibl> <bibtext> Asmaa Bouaamri et al. "Incorporating Business Courses into LIS Programs in Hungary: An Examination of ALA-Accredited Programs," <emph>Heliyon</emph> 9, 5 (May 1, 2023): e15676, https://doi.org/10.1016/j.heliyon.2023.e15676.</bibtext> </blist> <blist> <bibl id="bib8" idref="ref8" type="bt">8</bibl> <bibtext> Hamad, Al-Fadel, and Fakhouri, "The Provision of Smart Service at Academic Libraries and Associated Challenges."</bibtext> </blist> <blist> <bibl id="bib9" idref="ref9" type="bt">9</bibl> <bibtext> Fredrick Otike, Ágnes Hajdu Barát, and Péter Kiszl, "Innovation Strategies in Academic Libraries Using Business Entrepreneurial Theories: Analysis of Competing Values Framework and Disruptive Innovation Theory," <emph>Journal of Academic Librarianship</emph> 48, 4 (July 1, 2022): 102537, https://doi.org/10.1016/j.acalib.2022.102537.</bibtext> </blist> <blist> <bibtext> Natalya Radko, Maksim Belitski, and Yelena Kalyuzhnova, "Conceptualising the Entrepreneurial University: The Stakeholder Approach," <emph>The Journal of Technology Transfer</emph> 48, 3 (June 1, 2023): 955–1044, https://doi.org/10.1007/s10961-022-09926-0.</bibtext> </blist> <blist> <bibtext> Shuiyun Liu and Peter C. van der Sijde, "Towards the Entrepreneurial University 2.0: Reaffirming the Responsibility of Universities in the Era of Accountability," <emph>Sustainability</emph> 13, 6 (January 2021): 3073, https://doi.org/10.3390/su13063073.</bibtext> </blist> <blist> <bibtext> Peter Bamkole and Stanley Ibeku, "Entrepreneurial Universities: A Case Study of the Pan Atlantic University, Lagos, Nigeria," in <emph>Entrepreneurial Universities: Creating Institutional Innovation in Times of Turbulence</emph>, ed. Sola Adesola and Surja Datta (Palgrave MacMillan, Cham, 2020), 119–41, https://doi.org/10.1007/978-3-030-48013-4_6.</bibtext> </blist> <blist> <bibtext> Vanessa Ratten, "Entrepreneurial Universities: The Role of Communities, People and Places," <emph>Journal of Enterprising Communities: People and Places in the Global Economy</emph> 11, 3 (January 1, 2017): 310–15, https://doi.org/10.1108/JEC-03-2017-0021.</bibtext> </blist> <blist> <bibtext> Otike, Barát, and Kiszl, "Innovation Strategies in Academic Libraries Using Business Entrepreneurial Theories."</bibtext> </blist> <blist> <bibtext> Varun Gupta et al. "Prototyping Technology Adoption among Entrepreneurship and Innovation Libraries for Rural Health Innovations," <emph>Library Hi Tech</emph>, (June 21, 2023), https://doi.org/10.1108/LHT-03-2023-0120.</bibtext> </blist> <blist> <bibtext> Hamad, Al-Fadel, and Fakhouri, "The Provision of Smart Service at Academic Libraries and Associated Challenges."</bibtext> </blist> <blist> <bibtext> Symon Lubanga and Joshua Mumba, "Research and Development (R&amp;D), Creativity and Innovation in Academic Libraries in Malawi: A Way To Rethink Library Development in the 21st Century," SSRN Scholarly Paper (Rochester, June 15, 2021), https://doi.org/10.2139/ssrn.3867430.</bibtext> </blist> <blist> <bibtext> Steven D. Shapiro, "Engaging a Wider Community: The Academic Library as a Center for Creativity, Discovery, and Collaboration," <emph>New Review of Academic Librarianship</emph> 22, 1 (January 2, 2016): 24–42, https://doi.org/10.1080/13614533.2015.1087412.</bibtext> </blist> <blist> <bibtext> Lauren Restivo, "Why Startups Need Libraries (and Librarians)," <emph>The Serials Librarian</emph> 67, 1 (July 2, 2014): 31–37, https://doi.org/10.1080/0361526X.2014.915610.</bibtext> </blist> <blist> <bibtext> Johan Jang et al. "University Libraries Innovation Capability: A Framework from Indonesia," <emph>Education for Information</emph> 39, 1 (January 1, 2023): 1–25, https://doi.org/10.3233/EFI-220035.</bibtext> </blist> <blist> <bibtext> Magdalena Wójcik, "How to Design Innovative Information Services at the Library?" <emph>Library Hi Tech</emph> 37, 2 (January 1, 2019): 138–54, https://doi.org/10.1108/LHT-07-2018-0094.</bibtext> </blist> <blist> <bibtext> Karen I. MacDonald and Wyoma van Duinkerken, "Libraries Surviving as Entrepreneurial Organizations: A Creative Destruction Perspective," <emph>New Library World</emph> 116, 7/8 (January 1, 2015): 406–19, https://doi.org/10.1108/NLW-01-2015-0005.</bibtext> </blist> <blist> <bibtext> Robert A Seal, "Library Spaces in the 21st Century: Meeting the Challenges of User Needs for Information, Technology, and Expertise," <emph>Library Management</emph> 36, 8/9 (January 1, 2015): 558–69, https://doi.org/10.1108/LM-11-2014-0136.</bibtext> </blist> <blist> <bibtext> Janette Michelle Hughes and Laura Jane Morrison, "Innovative Learning Spaces in the Making," <emph>Frontiers in Education</emph> 5 (2020), https://<ulink href="http://www.frontiersin.org/articles/10.3389/feduc.2020.00089">www.frontiersin.org/articles/10.3389/feduc.2020.00089</ulink>.</bibtext> </blist> <blist> <bibtext> Musediq Tunji Bashorun, Yusuf Ayodeji Ajani, and Olaronke Oyinlola Fagbola, "Revolutionizing Libraries: Leveraging the Deep Web as a Lasting Solution for Displacement and Replacement Challenges," <emph>Library Hi Tech News</emph> (August 23, 2023), https://doi.org/10.1108/LHTN-07-2023-0131.</bibtext> </blist> <blist> <bibtext> Philomena W. Mwaniki, "Envisioning the Future Role of Librarians: Skills, Services and Information Resources," <emph>Library Management</emph> 39, 1/2 (January 1, 2018): 2–11, https://doi.org/10.1108/LM-01-2017-0001.</bibtext> </blist> <blist> <bibtext> Asad Ullah Khan et al. "Determining the Impact of Technological Modernization and Management Capabilities on User Satisfaction and Trust in Library Services," <emph>Global Knowledge, Memory and Communication</emph> 72, 6/7 (January 1, 2022): 593–611, https://doi.org/10.1108/GKMC-06-2021-0095.</bibtext> </blist> <blist> <bibtext> Stella Ngozi Anasi and Hussaini Ali, "Academic Librarians' Perceptions of the Benefits and Challenges of Adopting e-Learning for Continuing Professional Development in Lagos State, Nigeria," <emph>New Library World</emph> 115, 7/8 (January 1, 2014): 340–54, https://doi.org/10.1108/NLW-01-2014-0016.</bibtext> </blist> <blist> <bibtext> Khurram Shahzad and Shakeel Ahmad Khan, "Effects of E-Learning Technologies on University Librarians and Libraries: A Systematic Literature Review," <emph>Electronic Library</emph> 41, 4 (January 1, 2023): 528–54, https://doi.org/10.1108/EL-04-2023-0076.</bibtext> </blist> <blist> <bibtext> Melissa Fraser-Arnott, "Academic Library Marketing in the Post-COVID World," <emph>Journal of Academic Librarianship</emph> 49, 4 (July 1, 2023): 102744, https://doi.org/10.1016/j.acalib.2023.102744.</bibtext> </blist> <blist> <bibtext> Otike, Barát, and Kiszl, "Innovation Strategies in Academic Libraries Using Business Entrepreneurial Theories."</bibtext> </blist> <blist> <bibtext> Wójcik, "How to Design Innovative Information Services at the Library?"</bibtext> </blist> <blist> <bibtext> Bea Winkler and Péter Kiszl, "Views of Academic Library Directors on Artificial Intelligence: A Representative Survey in Hungary," <emph>New Review of Academic Librarianship</emph> 28, 3 (July 3, 2022): 256–78, https://doi.org/10.1080/13614533.2021.1930076.</bibtext> </blist> <blist> <bibtext> Omolara Basirat Amzat and Akinade Adebowale Adewojo, "Metaverse-Infused Academic Libraries: A Glimpse into the Future," <emph>Library Hi Tech News</emph> (November 1, 2023), https://doi.org/10.1108/LHTN-10-2023-0187.</bibtext> </blist> <blist> <bibtext> Hussain Abid, "Uses of Blockchain Technologies in Library Services," <emph>Library Hi Tech News</emph> 38, 8 (January 1, 2021): 9–11, https://doi.org/10.1108/LHTN-08-2020-0079.</bibtext> </blist> <blist> <bibtext> Mpoki Mwaikokesya, "Financial Barriers Affecting Students from Poor Families' Accessibility to Higher Education in Tanzania," in <emph>Contexts for Diversity and Gender Identities in Higher Education: International Perspectives on Equity and Inclusion</emph>, ed. Jaimie Hoffman, Patrick Blessinger, and Mandla Makhanya, vol. 12, Innovations in Higher Education Teaching and Learning (Emerald Publishing Limited, 2018), 127–40, https://doi.org/10.1108/S2055-364120180000012010.</bibtext> </blist> <blist> <bibtext> Fredrick Otike and Ágnes Hajdu Barát, "Roles and Emerging Trends of Academic Libraries in Kenya," <emph>Library Hi Tech News</emph> 38, 7 (January 1, 2021): 19–23, https://doi.org/10.1108/LHTN-09-2021-0058.</bibtext> </blist> <blist> <bibtext> Cheryl Cuillier and Carla Stoffle, "Finding Alternative Sources of Revenue," <emph>Journal of Library Administration</emph> 51 (October 1, 2011): 777–809, https://doi.org/10.1080/01930826.2011.601276.</bibtext> </blist> <blist> <bibtext> Jacqueline Toce and Cindy Schofield, "Technical Service Outreach Strategies for Academic Libraries," <emph>Technical Services Quarterly</emph> 28, 3 (May 19, 2011): 312–21, https://doi.org/10.1080/07317131.2011.571638.</bibtext> </blist> <blist> <bibtext> Janine Schmidt and Lucy Peachey, "Funding down under: Entrepreneurial Approaches to Generating Income at the University of Queensland Cybrary," <emph>New Library World</emph> 104, 11/12 (January 1, 2003): 481–90, https://doi.org/10.1108/03074800310509406.</bibtext> </blist> <blist> <bibtext> Taylor Moorman and Kris Johnson, "Academic Partners with Benefits: An Alternative Approach to a Fee-Based Library Research Service," <emph>College &amp; Research Libraries News</emph>, 83, 7 (July 7, 2022), https://doi.org/10.5860/crln.83.7.296.</bibtext> </blist> <blist> <bibtext> David W. Lewis et al. "The Efficient Provision of Information Resources in Academic Libraries: Theory and Practice," <emph>Library Trends</emph> 70, 3 (2022): 323–54, https://muse.jhu.edu/pub/1/article/858212.</bibtext> </blist> <blist> <bibtext> Schmidt and Peachey, "Funding down Under."</bibtext> </blist> <blist> <bibtext> Winkler and Kiszl, "Views of Academic Library Directors on Artificial Intelligence."</bibtext> </blist> <blist> <bibtext> Don Schauder, "Entrepreneurship and the Academic Library: Insights from Organization Theory," 2012.</bibtext> </blist> <blist> <bibtext> Victoria Okojie, "Innovative Financing for University Libraries in sub-Saharan Africa," <emph>Library Management</emph> 31, 6 (January 1, 2010): 404–19, https://doi.org/10.1108/01435121011066162.</bibtext> </blist> <blist> <bibtext> Monica C LaBriola and Julianne Walsh, "Teaching Oceania: Creating Pedagogical Resources for Undergraduates in Pacific Studies," <emph>Contemporary Pacific</emph> 32, 1 (2020): 174–85, https://muse.jhu.edu/pub/5/article/752559.</bibtext> </blist> <blist> <bibtext> Varun Gupta and Luis Rubalcaba, "University Libraries as Open Innovation Partners: Harnessing Hidden Potential to Foster Global Entrepreneurship," <emph>Journal of Academic Librarianship</emph> 48, 2 (March 1, 2022): 102432, https://doi.org/10.1016/j.acalib.2021.102432.</bibtext> </blist> <blist> <bibtext> Stephanie Allen, Janine Downes, and Judith Keene, "New Audiences, New Opportunities in a Joint Academic and Public Library: The Hive, University of Worcester, United Kingdom," in <emph>Collaboration and the Academic Library</emph>, ed. Jeremy Atkinson (Chandos Publishing, 2018), 183–94, https://doi.org/10.1016/B978-0-08-102084-5.00017-1.</bibtext> </blist> <blist> <bibtext> Ahmed Maher Khafaga Shehata and Metwaly Ali Mohamed Eldakar, "Fostering Entrepreneurship in Omani Academic Libraries: Examining the Present and Pioneering Future Opportunities," <emph>Journal of Academic Librarianship</emph> 49, 5 (September 1, 2023), https://doi.org/10.1016/j.acalib.2023.102763.</bibtext> </blist> <blist> <bibtext> Devendra Potnis and Bhakti Gala, "'Unified Mobile, Financial, and Information Literacy Toolkit': A Social Innovation for Public Libraries to Alleviate Poverty in Developing Countries," <emph>Library Quarterly</emph> 92, 1 (January 2022): 68–86, https://doi.org/10.1086/717230.</bibtext> </blist> <blist> <bibtext> Jared Hoppenfeld and Elizabeth Malafi, "Engaging with Entrepreneurs in Academic and Public Libraries," ed. Dr Beth Kaylor Assoc. Prof. Louise Feldmann, <emph>Reference Services Review</emph> 43, 3 (January 1, 2015): 379–99, https://doi.org/10.1108/RSR-02-2015-0011.</bibtext> </blist> <blist> <bibtext> Sasekea Harris, "Building an Entrepreneurial Caribbean University Library: Practice, Possibilities, and Lessons," <emph>Alexandria</emph> 32, 1 (April 1, 2022): 3–29, https://doi.org/10.1177/09557490221103034.</bibtext> </blist> <blist> <bibtext> Mark Bieraugel, "Managing Library Innovation Using the Lean Startup Method," <emph>Library Management</emph> 36, 4/5 (January 1, 2015): 351–61, https://doi.org/10.1108/LM-10-2014-0131.</bibtext> </blist> <blist> <bibtext> Peter Nientied, "Polis University as Lean Startup Innovation," <emph>International Business Research</emph> 8, 5 (2015): 19.</bibtext> </blist> <blist> <bibtext> Péter Kiszl, "Financial and Business Accelerator: Collaborative, Non-Formal Educational Library Programs for Sustainable Economy" (Valencia: IATED, 2021), 7124–32, https://doi.org/10.21125/inted.2021.1419.</bibtext> </blist> <blist> <bibtext> Gupta and Rubalcaba, "University Libraries as Open Innovation Partners."</bibtext> </blist> <blist> <bibtext> Kiszl, "Financial and Business Accelerator."</bibtext> </blist> <blist> <bibtext> Carey Toane and Rachel Figueiredo, "Toward Core Competencies for Entrepreneurship Librarians," <emph>Journal of Business &amp; Finance Librarianship</emph> 23, 1 (January 2, 2018): 35–62, https://doi.org/10.1080/08963568.2018.1448675.</bibtext> </blist> <blist> <bibtext> Bouaamri et al. "Incorporating Business Courses into LIS Programs in Hungary."</bibtext> </blist> <blist> <bibtext> Hoppenfeld and Malafi, "Engaging with Entrepreneurs in Academic and Public Libraries."</bibtext> </blist> <blist> <bibtext> Péter Kiszl and Bea Winkler, "Libraries and Financial Literacy," <emph>Reference Services Review</emph> (April 25, 2022), https://doi.org/10.1108/RSR-01-2022-0005.</bibtext> </blist> <blist> <bibtext> Kiszl, "Financial and Business Accelerator."</bibtext> </blist> <blist> <bibtext> Bouaamri et al. "Incorporating Business Courses into LIS Programs in Hungary."</bibtext> </blist> <blist> <bibtext> Laura Krier, "A Framework for Shared Leadership: A Perspective on Strategic Planning for Academic Libraries," <emph>The Journal of Academic Librarianship</emph> 48, 6 (November 1, 2022): 102503, https://doi.org/10.1016/j.acalib.2022.102503.</bibtext> </blist> <blist> <bibtext> Khalfan Zahran Al Hijji, "Strategic Management Model for Academic Libraries," <emph>Procedia - Social and Behavioral Sciences</emph>, 3rd International Conference on Integrated Information (ICININFO), 147 (August 25, 2014): 9–15, https://doi.org/10.1016/j.sbspro.2014.07.080.</bibtext> </blist> <blist> <bibtext> Sydney Finkelstein and Scott Borg, "Strategy Gone Bad: Doing the Wrong Thing," <emph>Handbook of Business Strategy</emph> 5, 1 (December 1, 2004): 115–24, https://doi.org/10.1108/10775730410698516.</bibtext> </blist> <blist> <bibtext> Bert George et al. "Strategic Management of Social Responsibilities: A Mixed Methods Study of US Universities," <emph>Public Money &amp; Management</emph> (April 11, 2023): 1–11, https://doi.org/10.1080/09540962.2023.2197253.</bibtext> </blist> <blist> <bibtext> Bouaamri et al. "Incorporating Business Courses into LIS Programs in Hungary."</bibtext> </blist> <blist> <bibtext> Elizabeth A. Martin and Lynn A. Sheehan, "The New 'Jack of All': The Evolution of the Functionality and Focus of the Academic Librarian in New Spaces and New Roles," in <emph>Challenging the "Jacks of All Trades but Masters of None" Librarian Syndrome</emph>, vol. 39, Advances in Library Administration and Organization (Emerald Publishing Limited, 2018), 67–90, https://doi.org/10.1108/S0732-067120180000039006.</bibtext> </blist> <blist> <bibtext> Herbert S. White, "Entrepreneurship and the Library Profession," <emph>Journal of Library Administration</emph> 8, 1 (August 3, 1987): 11–27, https://doi.org/10.1300/J111V08N01_03.</bibtext> </blist> <blist> <bibtext> Ted Ogonda, "Effect of Sustainable Relationships on the Growth of Technology Hubs in Kenya" (Strathmore University, 2020), <ulink href="http://hdl.handle.net/11071/10442">http://hdl.handle.net/11071/10442</ulink>.</bibtext> </blist> <blist> <bibtext> Patrick Griffis, "Academic Libraries as Community Resource Partners for Entrepreneurs," ed. Dr Beth Kaylor Assoc. Prof. Louise Feldmann, <emph>Reference Services Review</emph> 43, 3 (January 1, 2015): 461–67, https://doi.org/10.1108/RSR-06-2015-0028.</bibtext> </blist> <blist> <bibtext> Gupta and Rubalcaba, "University Libraries as Open Innovation Partners."</bibtext> </blist> <blist> <bibtext> Griffis, "Academic Libraries as Community Resource Partners for Entrepreneurs."</bibtext> </blist> <blist> <bibtext> Feldmann Louise Mort, "Academic Business Librarians' Assistance to Community Entrepreneurs," <emph>Reference Services Review</emph> 42, 1 (January 1, 2014): 108–28, https://doi.org/10.1108/RSR-04-2013-0021.</bibtext> </blist> <blist> <bibtext> Danya Leebaw and Carissa Tomlinson, "What Do You Get When You Mix Libraries and Entrepreneurship? The Case of an Innovation Hub at a Large Research Library." <emph>Library Leadership &amp; Management</emph> 34, 4 (September 28, 2020), https://doi.org/10.5860/llm.v34i4.7428.</bibtext> </blist> <blist> <bibtext> Hue Thi Pham and Kerry Tanner, "Collaboration between Academics and Librarians: A Literature Review and Framework for Analysis," <emph>Library Review</emph> 63, 1/2 (January 1, 2014): 15–45, https://doi.org/10.1108/LR-06-2013-0064.</bibtext> </blist> <blist> <bibtext> Leebaw and Tomlinson, "What Do You Get When You Mix Libraries and Entrepreneurship?"</bibtext> </blist> <blist> <bibtext> Lizabeth A. Wilson, "Creating Sustainable Futures for Academic Libraries," <emph>Journal of Library Administration</emph> 52, 1 (January 2012): 78–93, https://doi.org/10.1080/01930826.2012.630241.</bibtext> </blist> <blist> <bibtext> Patricia Renfro and James G. Neal, "The Integration of Libraries and Academic Computing at Columbia: New Opportunities for Internal and External Collaboration," <emph>Journal of Library Administration</emph> 52, 2 (February 1, 2012): 162–71, https://doi.org/10.1080/01930826.2012.655594.</bibtext> </blist> <blist> <bibtext> Leebaw and Tomlinson, "What Do You Get When You Mix Libraries and Entrepreneurship?"</bibtext> </blist> <blist> <bibtext> Restivo, "Why Startups Need Libraries (and Librarians)."</bibtext> </blist> <blist> <bibtext> A. Wheatley and S. Armstrong, "Entrepreneurship Research Guide Design at Canadian University Libraries," <emph>Journal of Business &amp; Finance Librarianship</emph> 26, 1–2 (April 3, 2021): 46–66, https://doi.org/10.1080/08963568.2021.1916722.</bibtext> </blist> <blist> <bibtext> Penninah Syombua Musangi, Damaris Odero, and Tom Kwanya, "Critical Success Factors in Library Reengineering: A Case of Academic Libraries in Kenya," <emph>Global Knowledge, Memory and Communication</emph> 68, 6/7 (January 1, 2019): 534–49, https://doi.org/10.1108/GKMC-12-2018-0099.</bibtext> </blist> <blist> <bibtext> Ricarda B. Bouncken, "University Coworking-Spaces: Mechanisms, Examples, and Suggestions for Entrepreneurial Universities," <emph>International Journal of Technology Management</emph> 77, 1–3 (January 2018): 38–56, https://doi.org/10.1504/IJTM.2018.091709.</bibtext> </blist> </ref> <ref id="AN0176451844-18"> <title> REFERENCES </title> <blist> <bibtext> Fredrick Wawire Otike; Péter Kiszl; Katalin Németh; Valóságos könyvtár – könyvtári valóság; 419; 2023</bibtext> </blist> <blist> <bibtext> John Cox; The Position and Prospects of Academic Libraries: Weaknesses, Threats and Proposed Strategic Directions; New Review of Academic Librarianship; 1; 2023</bibtext> </blist> <blist> <bibtext> Asmaa Bouaamri; Hajdu Ágnes Barátné; A Theoretical Perspective of Public Library Physical Spaces in a Digital Environment; Library Hi Tech News; 39; 2; 11; 2022</bibtext> </blist> <blist> <bibtext> Muralidharan Loganathan; MH Bala Subrahmanya; Efficiency of Entrepreneurial Universities in India: A Data Envelopment Analysis; Journal of the Knowledge Economy; 14; 2; 1120; 2023</bibtext> </blist> <blist> <bibtext> Kornelija Petr; Quality Measurement of Croatian Public and Academic Libraries: A Methodology; Performance Measurement and Metrics; 8; 3; 170; 2007</bibtext> </blist> <blist> <bibtext> Faten Hamad; Maha Al-Fadel; Hussam Fakhouri; The Provision of Smart Service at Academic Libraries and Associated Challenges; Journal of Librarianship and Information Science; 55; 4; 960; 2023</bibtext> </blist> <blist> <bibtext> Asmaa Bouaamri; Incorporating Business Courses into LIS Programs in Hungary: An Examination of ALA-Accredited Programs; Heliyon; 9; 5; e15676; 2023</bibtext> </blist> <blist> <bibtext> Fredrick Otike; Ágnes Hajdu Barát; Péter Kiszl; Innovation Strategies in Academic Libraries Using Business Entrepreneurial Theories: Analysis of Competing Values Framework and Disruptive Innovation Theory; Journal of Academic Librarianship; 48; 4; 102537; 2022</bibtext> </blist> <blist> <bibtext> Natalya Radko; Maksim Belitski; Yelena Kalyuzhnova; Conceptualising the Entrepreneurial University: The Stakeholder Approach; The Journal of Technology Transfer; 48; 3; 955; 2023</bibtext> </blist> <blist> <bibtext> Shuiyun Liu; Peter C van der Sijde; Towards the Entrepreneurial University 2.0: Reaffirming the Responsibility of Universities in the Era of Accountability; Sustainability; 13; 6; 3073; 2021</bibtext> </blist> <blist> <bibtext> Peter Bamkole; Stanley Ibeku; Sola Adesola; Surja Datta; Entrepreneurial Universities: Creating Institutional Innovation in Times of Turbulence; 119; 2020; Palgrave MacMillan, Cham</bibtext> </blist> <blist> <bibtext> Vanessa Ratten; Entrepreneurial Universities: The Role of Communities, People and Places; Journal of Enterprising Communities: People and Places in the Global Economy; 11; 3; 310; 2017</bibtext> </blist> <blist> <bibtext> Varun Gupta; Prototyping Technology Adoption among Entrepreneurship and Innovation Libraries for Rural Health Innovations; Library Hi Tech; 2023</bibtext> </blist> <blist> <bibtext> Steven D Shapiro; Engaging a Wider Community: The Academic Library as a Center for Creativity, Discovery, and Collaboration; New Review of Academic Librarianship; 22; 1; 24; 2016</bibtext> </blist> <blist> <bibtext> Lauren Restivo; Why Startups Need Libraries (and Librarians); The Serials Librarian; 67; 1; 31; 2014</bibtext> </blist> <blist> <bibtext> Johan Jang; University Libraries Innovation Capability: A Framework from Indonesia; Education for Information; 39; 1; 1; 2023</bibtext> </blist> <blist> <bibtext> Magdalena Wójcik; How to Design Innovative Information Services at the Library?; Library Hi Tech; 37; 2; 138; 2019</bibtext> </blist> <blist> <bibtext> Karen I MacDonald; Wyoma van Duinkerken; Libraries Surviving as Entrepreneurial Organizations: A Creative Destruction Perspective; New Library World; 116; 7/8; 406; 2015</bibtext> </blist> <blist> <bibtext> Robert A Seal; Library Spaces in the 21st Century: Meeting the Challenges of User Needs for Information, Technology, and Expertise; Library Management; 36; 8/9; 558; 2015</bibtext> </blist> <blist> <bibtext> Janette Michelle Hughes; Laura Jane Morrison; Innovative Learning Spaces in the Making; Frontiers in Education; 5; 2020</bibtext> </blist> <blist> <bibtext> Musediq Tunji Bashorun; Yusuf Ayodeji Ajani; Olaronke Oyinlola Fagbola; Revolutionizing Libraries: Leveraging the Deep Web as a Lasting Solution for Displacement and Replacement Challenges; Library Hi Tech News; 2023</bibtext> </blist> <blist> <bibtext> Philomena W Mwaniki; Envisioning the Future Role of Librarians: Skills, Services and Information Resources; Library Management; 39; 1/2; 2; 2018</bibtext> </blist> <blist> <bibtext> Asad Ullah Khan; Determining the Impact of Technological Modernization and Management Capabilities on User Satisfaction and Trust in Library Services; Global Knowledge, Memory and Communication; 72; 6/7; 593; 2022</bibtext> </blist> <blist> <bibtext> Stella Ngozi Anasi; Hussaini Ali; Academic Librarians' Perceptions of the Benefits and Challenges of Adopting e-Learning for Continuing Professional Development in Lagos State, Nigeria; New Library World; 115; 7/8; 340; 2014</bibtext> </blist> <blist> <bibtext> Khurram Shahzad; Shakeel Ahmad Khan; Effects of E-Learning Technologies on University Librarians and Libraries: A Systematic Literature Review; Electronic Library; 41; 4; 528; 2023</bibtext> </blist> <blist> <bibtext> Melissa Fraser-Arnott; Academic Library Marketing in the Post-COVID World; Journal of Academic Librarianship; 49; 4; 102744; 2023</bibtext> </blist> <blist> <bibtext> Bea Winkler; Péter Kiszl; Views of Academic Library Directors on Artificial Intelligence: A Representative Survey in Hungary; New Review of Academic Librarianship; 28; 3; 256; 2022</bibtext> </blist> <blist> <bibtext> Omolara Basirat Amzat; Akinade Adebowale Adewojo; Metaverse-Infused Academic Libraries: A Glimpse into the Future; Library Hi Tech News; 2023</bibtext> </blist> <blist> <bibtext> Hussain Abid; Uses of Blockchain Technologies in Library Services; Library Hi Tech News; 38; 8; 9; 2021</bibtext> </blist> <blist> <bibtext> Mpoki Mwaikokesya; Jaimie Hoffman; Patrick Blessinger; Mandla Makhanya; Contexts for Diversity and Gender Identities in Higher Education: International Perspectives on Equity and Inclusion; 127; 2018; Emerald Publishing Limited</bibtext> </blist> <blist> <bibtext> Fredrick Otike; Ágnes Hajdu Barát; Roles and Emerging Trends of Academic Libraries in Kenya; Library Hi Tech News; 38; 7; 19; 2021</bibtext> </blist> <blist> <bibtext> Cheryl Cuillier; Carla Stoffle; Finding Alternative Sources of Revenue; Journal of Library Administration; 51; 777; 2011</bibtext> </blist> <blist> <bibtext> Jacqueline Toce; Cindy Schofield; Technical Service Outreach Strategies for Academic Libraries; Technical Services Quarterly; 28; 3; 312; 2011</bibtext> </blist> <blist> <bibtext> Janine Schmidt; Lucy Peachey; Funding down under: Entrepreneurial Approaches to Generating Income at the University of Queensland Cybrary; New Library World; 104; 11/12; 481; 2003</bibtext> </blist> <blist> <bibtext> Taylor Moorman; Kris Johnson; Academic Partners with Benefits: An Alternative Approach to a Fee-Based Library Research Service; College &amp; Research Libraries News; 83; 7; 2022</bibtext> </blist> <blist> <bibtext> David W Lewis; The Efficient Provision of Information Resources in Academic Libraries: Theory and Practice; Library Trends; 70; 3; 323; 2022</bibtext> </blist> <blist> <bibtext> Victoria Okojie; Innovative Financing for University Libraries in sub-Saharan Africa; Library Management; 31; 6; 404; 2010</bibtext> </blist> <blist> <bibtext> Monica C LaBriola; Julianne Walsh; Teaching Oceania: Creating Pedagogical Resources for Undergraduates in Pacific Studies; Contemporary Pacific; 32; 1; 174; 2020</bibtext> </blist> <blist> <bibtext> Varun Gupta; Luis Rubalcaba; University Libraries as Open Innovation Partners: Harnessing Hidden Potential to Foster Global Entrepreneurship; Journal of Academic Librarianship; 48; 2; 102432; 2022</bibtext> </blist> <blist> <bibtext> Stephanie Allen; Janine Downes; Judith Keene; Jeremy Atkinson; Collaboration and the Academic Library; 183; 2018; Chandos Publishing</bibtext> </blist> <blist> <bibtext> Ahmed Maher Khafaga Shehata; Metwaly Ali Mohamed Eldakar; Fostering Entrepreneurship in Omani Academic Libraries: Examining the Present and Pioneering Future Opportunities; Journal of Academic Librarianship; 49; 5; 2023</bibtext> </blist> <blist> <bibtext> Devendra Potnis; Bhakti Gala; 'Unified Mobile, Financial, and Information Literacy Toolkit': A Social Innovation for Public Libraries to Alleviate Poverty in Developing Countries; Library Quarterly; 92; 1; 68; 2022</bibtext> </blist> <blist> <bibtext> Jared Hoppenfeld; Elizabeth Malafi; Engaging with Entrepreneurs in Academic and Public Libraries; Reference Services Review; 43; 3; 379; 2015</bibtext> </blist> <blist> <bibtext> Sasekea Harris; Building an Entrepreneurial Caribbean University Library: Practice, Possibilities, and Lessons; Alexandria; 32; 1; 3; 2022</bibtext> </blist> <blist> <bibtext> Mark Bieraugel; Managing Library Innovation Using the Lean Startup Method; Library Management; 36; 4/5; 351; 2015</bibtext> </blist> <blist> <bibtext> Peter Nientied; Polis University as Lean Startup Innovation; International Business Research; 8; 5; 19; 2015</bibtext> </blist> <blist> <bibtext> Péter Kiszl; Financial and Business Accelerator: Collaborative, Non-Formal Educational Library Programs for Sustainable Economy; 7124; 2021; IATED</bibtext> </blist> <blist> <bibtext> Carey Toane; Rachel Figueiredo; Toward Core Competencies for Entrepreneurship Librarians; Journal of Business &amp; Finance Librarianship; 23; 1; 35; 2018</bibtext> </blist> <blist> <bibtext> Péter Kiszl; Bea Winkler; Libraries and Financial Literacy; Reference Services Review; 2022</bibtext> </blist> <blist> <bibtext> Laura Krier; A Framework for Shared Leadership: A Perspective on Strategic Planning for Academic Libraries; The Journal of Academic Librarianship; 48; 6; 102503; 2022</bibtext> </blist> <blist> <bibtext> Sydney Finkelstein; Scott Borg; Strategy Gone Bad: Doing the Wrong Thing; Handbook of Business Strategy; 5; 1; 115; 2004</bibtext> </blist> <blist> <bibtext> Bert George; Strategic Management of Social Responsibilities: A Mixed Methods Study of US Universities; Public Money &amp; Management; 1; 2023</bibtext> </blist> <blist> <bibtext> Elizabeth A Martin; Lynn A Sheehan; Challenging the "Jacks of All Trades but Masters of None" Librarian Syndrome; 67; 2018; Emerald Publishing Limited</bibtext> </blist> <blist> <bibtext> Herbert S White; Entrepreneurship and the Library Profession; Journal of Library Administration; 8; 1; 11; 1987</bibtext> </blist> <blist> <bibtext> Patrick Griffis; Academic Libraries as Community Resource Partners for Entrepreneurs; Reference Services Review; 43; 3; 461; 2015</bibtext> </blist> <blist> <bibtext> Feldmann Louise Mort; Academic Business Librarians' Assistance to Community Entrepreneurs; Reference Services Review; 42; 1; 108; 2014</bibtext> </blist> <blist> <bibtext> Danya Leebaw; Carissa Tomlinson; What Do You Get When You Mix Libraries and Entrepreneurship? The Case of an Innovation Hub at a Large Research Library; Library Leadership &amp; Management; 34; 4; 2020</bibtext> </blist> <blist> <bibtext> Hue Thi Pham; Kerry Tanner; Collaboration between Academics and Librarians: A Literature Review and Framework for Analysis; Library Review; 63; 1/2; 15; 2014</bibtext> </blist> <blist> <bibtext> Lizabeth A Wilson; Creating Sustainable Futures for Academic Libraries; Journal of Library Administration; 52; 1; 78; 2012</bibtext> </blist> <blist> <bibtext> Patricia Renfro; James G Neal; The Integration of Libraries and Academic Computing at Columbia: New Opportunities for Internal and External Collaboration; Journal of Library Administration; 52; 2; 162; 2012</bibtext> </blist> <blist> <bibtext> A Wheatley; S Armstrong; Entrepreneurship Research Guide Design at Canadian University Libraries; Journal of Business &amp; Finance Librarianship; 26; 1–2; 46; 2021</bibtext> </blist> <blist> <bibtext> Penninah Syombua Musangi; Damaris Odero; Tom Kwanya; Critical Success Factors in Library Reengineering: A Case of Academic Libraries in Kenya; Global Knowledge, Memory and Communication; 68; 6/7; 534; 2019</bibtext> </blist> <blist> <bibtext> Ricarda B Bouncken; University Coworking-Spaces: Mechanisms, Examples, and Suggestions for Entrepreneurial Universities; International Journal of Technology Management; 77; 1–3; 38; 2018</bibtext> </blist> </ref> <aug> <p>By Fredrick Otike and Peter Kiszl</p> <p>Reported by Author; Author</p> <p></p> <p>Fredrick Otike is the university librarian at the Dedan Kimathi University of Technology-Kenya and a Ph.D. candidate at the Institute of Library and Information Science, Faculty of Humanities, Eötvös Loránd University, Budapest, Hungary. He can be reached at. His ORCID is 0000-0002-8600-2191.</p> <p>Peter Kiszl is full professor and director of the Institute of Library and Information Science at Eötvös Loránd University (ELTE), Budapest, Hungary. He can be reached at. His ORCID is 0000-0002-8600-2191.</p> </aug> <nolink nlid="nl1" bibid="bib10" firstref="ref10"></nolink> <nolink nlid="nl2" bibid="bib11" firstref="ref11"></nolink> <nolink nlid="nl3" bibid="bib12" firstref="ref12"></nolink> <nolink nlid="nl4" bibid="bib13" firstref="ref13"></nolink> <nolink nlid="nl5" bibid="bib14" firstref="ref14"></nolink> <nolink nlid="nl6" bibid="bib15" firstref="ref15"></nolink> <nolink nlid="nl7" bibid="bib16" firstref="ref16"></nolink> <nolink nlid="nl8" bibid="bib17" firstref="ref17"></nolink> <nolink nlid="nl9" bibid="bib18" firstref="ref18"></nolink> <nolink nlid="nl10" bibid="bib19" firstref="ref19"></nolink> <nolink nlid="nl11" bibid="bib20" firstref="ref20"></nolink> <nolink nlid="nl12" bibid="bib21" firstref="ref21"></nolink> <nolink nlid="nl13" bibid="bib22" firstref="ref22"></nolink> <nolink nlid="nl14" bibid="bib23" firstref="ref23"></nolink> <nolink nlid="nl15" bibid="bib24" firstref="ref24"></nolink> <nolink nlid="nl16" bibid="bib25" firstref="ref25"></nolink> <nolink nlid="nl17" bibid="bib26" firstref="ref26"></nolink> <nolink nlid="nl18" bibid="bib27" firstref="ref27"></nolink> <nolink nlid="nl19" bibid="bib28" firstref="ref28"></nolink> <nolink nlid="nl20" bibid="bib29" firstref="ref29"></nolink> <nolink nlid="nl21" bibid="bib30" firstref="ref30"></nolink> <nolink nlid="nl22" bibid="bib31" firstref="ref31"></nolink> <nolink nlid="nl23" bibid="bib32" firstref="ref32"></nolink> <nolink nlid="nl24" bibid="bib33" firstref="ref33"></nolink> <nolink nlid="nl25" bibid="bib34" firstref="ref34"></nolink> <nolink nlid="nl26" bibid="bib35" firstref="ref35"></nolink> <nolink nlid="nl27" bibid="bib36" firstref="ref36"></nolink> <nolink nlid="nl28" bibid="bib37" firstref="ref37"></nolink> <nolink nlid="nl29" bibid="bib38" firstref="ref38"></nolink> <nolink nlid="nl30" bibid="bib39" firstref="ref39"></nolink> <nolink nlid="nl31" bibid="bib40" firstref="ref40"></nolink> <nolink nlid="nl32" bibid="bib41" firstref="ref41"></nolink> <nolink nlid="nl33" bibid="bib42" firstref="ref42"></nolink> <nolink nlid="nl34" bibid="bib43" firstref="ref43"></nolink> <nolink nlid="nl35" bibid="bib44" firstref="ref44"></nolink> <nolink nlid="nl36" bibid="bib45" firstref="ref45"></nolink> <nolink nlid="nl37" bibid="bib46" firstref="ref46"></nolink> <nolink nlid="nl38" bibid="bib47" firstref="ref47"></nolink> <nolink nlid="nl39" bibid="bib48" firstref="ref48"></nolink> <nolink nlid="nl40" bibid="bib49" firstref="ref49"></nolink> <nolink nlid="nl41" bibid="bib50" firstref="ref50"></nolink> <nolink nlid="nl42" bibid="bib51" firstref="ref51"></nolink> <nolink nlid="nl43" bibid="bib52" firstref="ref52"></nolink> <nolink nlid="nl44" bibid="bib53" firstref="ref53"></nolink> <nolink nlid="nl45" bibid="bib54" firstref="ref54"></nolink> <nolink nlid="nl46" bibid="bib55" firstref="ref55"></nolink> <nolink nlid="nl47" bibid="bib56" firstref="ref56"></nolink> <nolink nlid="nl48" bibid="bib57" firstref="ref57"></nolink> <nolink nlid="nl49" bibid="bib58" firstref="ref58"></nolink> <nolink nlid="nl50" bibid="bib59" firstref="ref59"></nolink> <nolink nlid="nl51" bibid="bib60" firstref="ref60"></nolink> <nolink nlid="nl52" bibid="bib61" firstref="ref61"></nolink> <nolink nlid="nl53" bibid="bib62" firstref="ref62"></nolink> <nolink nlid="nl54" bibid="bib63" firstref="ref63"></nolink> <nolink nlid="nl55" bibid="bib64" firstref="ref64"></nolink> <nolink nlid="nl56" bibid="bib65" firstref="ref65"></nolink> <nolink nlid="nl57" bibid="bib66" firstref="ref66"></nolink> <nolink nlid="nl58" bibid="bib67" firstref="ref67"></nolink> <nolink nlid="nl59" bibid="bib68" firstref="ref68"></nolink> <nolink nlid="nl60" bibid="bib69" firstref="ref69"></nolink> <nolink nlid="nl61" bibid="bib70" firstref="ref70"></nolink> <nolink nlid="nl62" bibid="bib71" firstref="ref71"></nolink> <nolink nlid="nl63" bibid="bib72" firstref="ref72"></nolink> <nolink nlid="nl64" bibid="bib73" firstref="ref73"></nolink> <nolink nlid="nl65" bibid="bib74" firstref="ref74"></nolink> <nolink nlid="nl66" bibid="bib75" firstref="ref75"></nolink> <nolink nlid="nl67" bibid="bib76" firstref="ref76"></nolink> <nolink nlid="nl68" bibid="bib77" firstref="ref77"></nolink> <nolink nlid="nl69" bibid="bib78" firstref="ref78"></nolink> <nolink nlid="nl70" bibid="bib79" firstref="ref79"></nolink> <nolink nlid="nl71" bibid="bib80" firstref="ref80"></nolink> <nolink nlid="nl72" bibid="bib81" firstref="ref81"></nolink> <nolink nlid="nl73" bibid="bib82" firstref="ref82"></nolink> <nolink nlid="nl74" bibid="bib83" firstref="ref83"></nolink> <nolink nlid="nl75" bibid="bib84" firstref="ref84"></nolink> <nolink nlid="nl76" bibid="bib85" firstref="ref85"></nolink> <nolink nlid="nl77" bibid="bib86" firstref="ref86"></nolink> |
|---|---|
| Header | DbId: eric DbLabel: ERIC An: EJ1420808 AccessLevel: 3 PubType: Academic Journal PubTypeId: academicJournal PreciseRelevancyScore: 0 |
| IllustrationInfo | |
| Items | – Name: Title Label: Title Group: Ti Data: Exploring Transformation in an Entrepreneurial Academic Library – Name: Language Label: Language Group: Lang Data: English – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Fredrick+Otike%22">Fredrick Otike</searchLink> (ORCID <externalLink term="https://orcid.org/0000-0002-3949-3389">0000-0002-3949-3389</externalLink>)<br /><searchLink fieldCode="AR" term="%22Peter+Kiszl%22">Peter Kiszl</searchLink> (ORCID <externalLink term="https://orcid.org/0000-0003-2992-295X">0000-0003-2992-295X</externalLink>) – Name: TitleSource Label: Source Group: Src Data: <searchLink fieldCode="SO" term="%22portal%3A+Libraries+and+the+Academy%22"><i>portal: Libraries and the Academy</i></searchLink>. 2024 24(2):235-250. – Name: Avail Label: Availability Group: Avail Data: Johns Hopkins University Press. 2715 North Charles Street, Baltimore, MD 21218. Tel: 800-548-1784; Tel: 410-516-6987; Fax: 410-516-6968; e-mail: jlorder@jhupress.jhu.edu; Web site: https://www.press.jhu.edu/journals/list – Name: PeerReviewed Label: Peer Reviewed Group: SrcInfo Data: Y – Name: Pages Label: Page Count Group: Src Data: 16 – Name: DatePubCY Label: Publication Date Group: Date Data: 2024 – Name: TypeDocument Label: Document Type Group: TypDoc Data: Journal Articles<br />Reports - Research – Name: Audience Label: Education Level Group: Audnce Data: <searchLink fieldCode="EL" term="%22Higher+Education%22">Higher Education</searchLink><br /><searchLink fieldCode="EL" term="%22Postsecondary+Education%22">Postsecondary Education</searchLink> – Name: Subject Label: Descriptors Group: Su Data: <searchLink fieldCode="DE" term="%22Academic+Libraries%22">Academic Libraries</searchLink><br /><searchLink fieldCode="DE" term="%22Technological+Advancement%22">Technological Advancement</searchLink><br /><searchLink fieldCode="DE" term="%22Library+Development%22">Library Development</searchLink><br /><searchLink fieldCode="DE" term="%22Entrepreneurship%22">Entrepreneurship</searchLink><br /><searchLink fieldCode="DE" term="%22Library+Services%22">Library Services</searchLink><br /><searchLink fieldCode="DE" term="%22Library+Role%22">Library Role</searchLink><br /><searchLink fieldCode="DE" term="%22Institutional+Survival%22">Institutional Survival</searchLink><br /><searchLink fieldCode="DE" term="%22Access+to+Information%22">Access to Information</searchLink><br /><searchLink fieldCode="DE" term="%22User+Needs+%28Information%29%22">User Needs (Information)</searchLink> – Name: DOI Label: DOI Group: ID Data: 10.1353/pla.2024.a923705 – Name: ISSN Label: ISSN Group: ISSN Data: 1531-2542<br />1530-7131 – Name: Abstract Label: Abstract Group: Ab Data: Academic libraries are experiencing drastic changes due to unprecedented advancements in technology. This advancement has caused changes in users' information-seeking behavior, increased information competitors, and easy access and availability to free information on the internet. It is unfortunate that all this is happening amidst the dwindling financial support libraries receive from their parent organization. These variations, such as the digital shift and remote access, changing user expectations, open access movement, the need for data management and preservation models are causing havoc and disruption to academic libraries; therefore, academic libraries need to justify their position and relevancy. This paper discusses the conundrum academic libraries face and suggests why and how they should adopt entrepreneurial practices. – Name: AbstractInfo Label: Abstractor Group: Ab Data: As Provided – Name: DateEntry Label: Entry Date Group: Date Data: 2024 – Name: AN Label: Accession Number Group: ID Data: EJ1420808 |
| PLink | https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1420808 |
| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.1353/pla.2024.a923705 Languages: – Text: English PhysicalDescription: Pagination: PageCount: 16 StartPage: 235 Subjects: – SubjectFull: Academic Libraries Type: general – SubjectFull: Technological Advancement Type: general – SubjectFull: Library Development Type: general – SubjectFull: Entrepreneurship Type: general – SubjectFull: Library Services Type: general – SubjectFull: Library Role Type: general – SubjectFull: Institutional Survival Type: general – SubjectFull: Access to Information Type: general – SubjectFull: User Needs (Information) Type: general Titles: – TitleFull: Exploring Transformation in an Entrepreneurial Academic Library Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Fredrick Otike – PersonEntity: Name: NameFull: Peter Kiszl IsPartOfRelationships: – BibEntity: Dates: – D: 01 M: 04 Type: published Y: 2024 Identifiers: – Type: issn-print Value: 1531-2542 – Type: issn-electronic Value: 1530-7131 Numbering: – Type: volume Value: 24 – Type: issue Value: 2 Titles: – TitleFull: portal: Libraries and the Academy Type: main |
| ResultId | 1 |
