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- Description
- Table of Contents
- About the authors
- Reviews
The current focus in higher education on student engagement, holistic education, social responsibility, and community partnerships demands a significant mindshift for academic libraries to reclaim their place at the heart of academic institutions that are reinventing themselves as social enterprises. The professional response to social trends in the academy and society includes moves such as converged services, embedded librarians, relationship management, inside-out libraries, and design thinking. But such work is often confined to small parts of the library and has not created the large-scale change in strategy and culture required to turn libraries into dynamic social organizations in the connected digital world. Incremental enhancement of services, spaces and structures is not enough. The present context calls for radical rethinking of library mission and service philosophy to realign resources, processes, and practices to institutional needs. New ways of working must be guided by new ways of thinking that empower librarians to view practices holistically through a social lens. Intellectual and social capital theories offer new perspectives on library work and a proven conceptual framework for the reset needed to keep academic libraries relevant in the 21st century.
The Social Future of Academic Libraries starts with the developments in thinking and practice that constitute the "social turn" in communities, professions, the economy, the academy, and libraries, while also introducing the core concepts of intellectual and social capital and networks. Part II presents nine case studies illustrating how social capital perspectives and social network theory can facilitate organizational learning, service development, and collaborative relationships across different areas of library practice. Examples cover collection development, data services, information literacy, liaison librarians, library fundraising, service design, space utilization, subject specialists, and student success. The volume is accompanied by a keyword guide to the concepts, theories, and models referenced in the text via two downloadable glossaries with related bibliographies to inform current reading and future work.
Foreword: Capital, Value and the Becoming Library Stephen Town
Introduction: Charting a Course to the Social Future of Academic Libraries Tim Schlak
Part 1 Contexts and Concepts
1 The Social Turn in Communities, Professions and the Economy Sheila Corrall
2 Networks, Higher Education and the Social Future of Libraries Paul J. Bracke
3 Renewing and Revitalising the Social Mission of Higher Education Sheila Corrall
4 Social Capital and Academic Libraries: the Basics Tim Schlak
5 The Social Mission of Academic Libraries in Higher Education Sheila Corrall
6 Forecasting a Future for Academic Libraries: Engagement, Community Building and Organisational Development Tim Schlak
Part 2 Theory into Practice
7 Knowledge and Networks: Subject Specialists and the Social Library James Kessenides and Michael Brenes
8 Conceptualising the Sociocultural Nature of the Development of Information Literacy in Undergraduate Education Amanda L. Folk
9 Social Network Theory in Emerging Library Learning Spaces and Programs Alice Rogers, Sara Sweeney Bear and Scott Fralin
10 Advancing Research Data Management: A Social Capital Perspective on Functional Librarianship Andrea Kosavic and Minglu Wang
11 Relational Capital and Turnover in Liaison Roles in Academic Libraries Alice Kalinowski
12 Beyond Individual Relationships: Programmatic Approaches to Outreach and Engagement at UC Santa Barbara Library Rebecca L. Metzger
13 The Role of Academic Libraries in Developing Social Capital by Promoting Quality Reading in Local Communities Matthew Kelly
14 Social Capital in Academic Libraries: – A Model for Successful Fundraising Kathryn Dilworth
15 Design as an Accelerator of Social Capital in Academic Libraries Andrew Dillon
Conclusion: Into the Social Future Paul J. Bracke
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"The editors are academic library leaders who have significant histories of administration and who are developing ideas about how social capital can be harnessed as a dynamic and productive management tool in the academic space ... Highly recommended."
— Technical Services Quarterly