Structure, Culture, and Agency: Examining Succession Planning in California State University (CSU) Libraries

Abstract

The Library and Information Science (LIS) literature in the last few decades has made clear that academic libraries have experienced deep budget cuts, hiring freezes, and an aging workforce. In response to this situation, many libraries have reorganized and flattened the hierarchy in their organizational structures, leaving far fewer middle management positions. An unfortunate consequence of this situation is that, as Baby Boomer library administrators/deans retire, there are few qualified applicants to succeed them. Thus, many in the LIS field have called for better succession planning by current library deans, while others have pointed out the difficulty of succession planning in libraries with flat organizational structures. Few studies, however, have directly addressed this issue by examining deans’ perceptions or behavior in regard to succession planning. This study attempts to begin filling this gap in the literature by conducting a thematic analysis of semi-structured interviews with library deans in academic libraries with flat organizational structures. Findings include an examination of the structure, culture, and agency of the individuals involved, which impact how and why the participant-deans engage or do not engage in succession planning.

Keywords:

• Succession planning
• academic libraries
• flat organizational structures
• structure, culture, and agency
• library leadership
• library management

Acknowledgments

I would like to thank Dr. Lea Hubbard and Dr. Robert Donmoyer for guiding me through my first qualitative research project. Their mentorship was invaluable during this learning process.

Additional information

Funding

This work was supported by the Librarians Association of the University of California – San Diego (LAUC-SD) under a Research & Professional Development Grant.