Abstract:
This study explores the impact of collecting electronic resources on the collection management practices and organisational structures of three New Zealand tertiary libraries. The manner in which the three libraries are adapting and responding to electronic resources is explored in this study using Clayton Christensen's theory of disruption. The theory of disruption posits that certain innovations can potentially drastically change an entire industry. A disruptive innovation, such as electronic resources, is one that an organisation must adapt and change to accommodate. Christensen's theory argues that for libraries to survive they must adapt and embrace the potential of electronic resources. This study used an exploratory qualitative approach to examine the changes in collection management practices and organisational structures of three tertiary libraries in New Zealand. Three libraries were selected as case studies and data was gathered from documentation and interviews. The three libraries in the case studies demonstrated a flexibility and adaptability within their collection management practices and organisational structures that was allowing them to accommodate the needs and complexities of electronic resources. As such the three case studies demonstrated that they were embracing the potential of electronic resources and were surviving the threat of disruption that electronic resources offered.
