| This study examines the effects of ambidexterity, organizational structure, and leadership on innovation in research libraries. There is much published literature suggesting the research or academic library must change, quickly and dramatically. These changes will likely take the form of new services, new products and new administrative practices – all of which are potential innovations. Much of the research literature on organizational innovation focuses on the for-profit sector of our economy. Based on organizational learning theories, institutional theory, and the diffusion of innovations, this study develops a comprehensive framework for studying innovation in institutional, nonprofit organizations and, more specifically, the research library. As such, this framework addresses the complex organizational path that an idea will take from inception to realization as a high quality library service.;The study extends certain innovation theories and examines factors that are unique to the institutional nonprofit, suggesting that ambidexterity and a more integrated leadership team are fundamental for the library to survive and thrive in the turbulence of the new century. A core concept that is examined in this study is the distinction between radical innovations resulting in major organizational change and the more routine, incremental innovations. It is expected that the results of this study will not only contribute to the relatively sparse literature on innovation in the nonprofit sector, but will also have significant practical implications for leaders who want to create the 21st century research library. |
