Becoming a Learning Organization: A Case Study of the National Library and Archive of Iran

NESHAT, Narges and MIRHOSSEINI, Zohreh and ZAHEDI, Zahra (2016) Becoming a Learning Organization: A Case Study of the National Library and Archive of Iran. Paper presented at: IFLA WLIC 2016 – Columbus, OH – Connections. Collaboration. Community in Session S04 - Women, Information and Libraries Special Interest Group with the Africa Section. In: Sharing practices & actions for making best use of organizational knowledge in libraries, 12 August 2016, Cincinnati, OH, USA.

Bookmark or cite this item: http://library.ifla.org/id/eprint/1926
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Language: English (Original)
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Abstract

Becoming a Learning Organization: A Case Study of the National Library and Archive of Iran

The research explores if NLAI (National Library and Archives of Iran) has provided the proper condition to attain the goals of becoming a learning organization and build leadership from within; as well as the extent to which it is ready regarding staff's viewpoints for capturing the organizational knowledge and making it available for reuse. The survey method is employed using an organized questionnaire based on Wick & Leon Model with 5 factors: Leadership, Assessment Program, information, Innovation, Implementation. Validity of the tool is measured through consulting some experts in knowledge and information science and management fields. Also, the Cronbach's Alpha 97% confirms the Reliability of the tool. The population consists of all staff holding a BS degree and having 10 years work experience whom were 326staff.Among them 213 staff completed the questionnaire. Data analysis is done using one-sample t-test, independent samples t-test and ANOVA. NLAI readiness to become a learning organization evaluated significantly high regarding vision based leadership. Whereas, having a written policy or vision reflecting organization's goals and staff awareness of their manager's vision were evaluated low with mean rates of 3.9 and 3.15 respectively. Considering assessment program, irrational expectations from people work's outcome got mean rank of 3.62 and existence of a written and clear plan for attaining organization's goals, mission and vision got 3.32. Regarding information reception and dissemination, staff tendency to improve and update their scientific knowledge was the highest with 3.63 mean rank and information flow without paperwork and bureaucratic restrictions was the lowest. Innovation and creativity has been evaluated to be low and all the items related to this category had a mean rank below 3. Also, staff evaluation of organization administration and implementation, was in an average level. Overall, NLAI is in a middle range of readiness to become a learning organization. The components of vision based leadership had the highest and innovation and creativity had the lowest point of achievement respectively. Therefore, the administration needs to consider more toward innovation and creativity and also implementation in NLAI. However, other components have not been fully accomplished yet.

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