Innovation in New Zealand Public Libraries: a Study of the Relationship Between Management Structure and Innovation

Abstract

Innovation ability is seen as a key competence in the twenty-first century library. Understanding the conditions that enable innovation to flourish is a core part of creating innovative libraries. Management structure is one element that has been identified as playing a role in the innovativeness of organisations. This study explores the relationship between management structure, the use of innovation initiatives and the rate of innovation in New Zealand public libraries. Innovation is measured through the rate of adoption of a range of specific Web 2.0 technologies. The study also looks at the relationship between the size of libraries and their innovativeness. This quantitative study used Rogers' Diffusion of Innovations theory and Open Systems theory to provide a framework. Data was collected by means of a web-based survey questionnaire. The survey population was 76 Managers of New Zealand public library systems. Descriptive data analysis identifies and details levels and rates of adoption of Web 2.0 tools, usage of innovation initiatives, size of the responding libraries and the types of management structures operating in the responding libraries. Trends are outlined and some observations of apparent relationships are made. The majority of libraries adopting Web 2.0 tools were in the late majority phase of Rogers' adoption cycle. Libraries with a more decentralised management structure had the highest level and rate of adoption from among the responding libraries and also the highest level of usage of innovation initiatives.