Document Type : Original Article
Authors
1
1. PhD Student of Information Science and knowledge, , Hamedan Branch, Islamic Azad University , Hamedan, Iran. E-mail:m.kohzadi64@gmail.com
2
Assistant Prof., Department of Information Science and knowledge, Hamedan Branch, Islamic Azad University, Hamedan, Iran. E-mail: atefehzarei@gmail.com
3
Associate ProfessorŲ Department of Business Management, Faculty of Humanities ,University of Kurdistan, Faculty of Literature and Social Sciences, Kurdistan, Iran
4
4. Assistant Prof., Department of Information Science and knowledge, Hamedan Branch, Islamic Azad University, Hamedan, Iran. E-mail: behrooz.bayat@gmail.com
10.30481/lis.2023.416962.2095
Abstract
Abstract
Objective: The aim of this research is to identify the most important factors creating strategic gaps in public libraries in Iran.
Research Methods: This applied research was conducted using a qualitative-quantitative approach with an exploratory orientation. A researcher-made questionnaire, designed to examine the perspectives of public library managers throughout the country, was used. The research sample consisted of 20 experts in strategic management and information science for the qualitative section, and 31 general managers of public libraries in Iran for the quantitative section. The sample was selected using a purposive method. To validate the extracted factors, confirmatory factor analysis (first-order) and one-sample t-test were used to examine the mean status of factors related to strategic management processes. SPSS 25 and AMOS software were used for data analysis.
Findings: The factors creating the largest strategic gaps in public libraries in Iran include lack of attention to factors such as organizational culture growth and excellence, political, legal, and governmental factors and their predicted effects, lack of supervision and control by managers, non-use of specialized software, lack of support from strategies for specific cultural products of society, lack of a unified and cohesive framework for strategies, lack of attention to user segmentation in public libraries based on needs, and neglecting the upgrading of information systems and advanced technology. Based on the overall results, it can be concluded that all these factors require revision as they are not in a desirable state.
Conclusion: The evaluation and analysis of strategic gaps in public libraries can help us become aware of mistakes and future issues, as well as assist us in timely corrections to the library's path. It also provides essential information for effective decision-making and resource allocation, which is one of the key activities in management. Corrective actions should be carried out within a suitable timeframe and on a continuous basis. Continuous and timely evaluation enables library managers to obtain the necessary information for implementing a successful strategic management system in the library. Senior managers need to have different measures in strategic management, especially in the process of formulating and implementing strategies, taking into account the needs of the community. It can be said that strategic planning is the most accepted management method in public libraries, and achieving this requires examining the set of factors related to the planning process, creating a suitable environment within the organization, and making decisions based on proper guidelines. The process of strategic management in the library should be simple and clear. Managers should assign various tasks to employees. Organize different gatherings in the library. The strategic management process should encourage and strengthen creativity and innovation in the library. Library managers must understand the strategies and be committed to its implementation and express the desired strategy in one sentence.
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