The management of change has become a top priority in academic libraries.
A viable model is the learning organization, as it aims at enhancing the capacity of the staff at all levels for innovation and growth.
This study investigates the relations between empowerment – considered to be the hub of this management practice - and communication – considered to be a strategic imperative in participative organizations.
The research questions were:
How do the Library System staff feel about empowerment?
How do library directors feel about empowerment?
How can communication affect empowerment practices?
Both empowerment and communication are amply described in the literature as being context-bound, multi-faceted and multi-dimensional concepts, which can only be explored in a given environment from a constructivist perspective and with no a priori assumptions.
This is accordingly an exploratory case study, based on a qualitative approach and on intensity sampling. Data were collected through in-depth semi-structured interviews (with library directors), mini focus groups (with the staff), and observations of meetings (of the Library System steering committee).
Cross-analysis showed that there was common ground to build on through adequate negotiation, such as the aspiration for a people-centred organization and the importance of having a project and a vision.
Both empowerment and communication, however, leave room for pitfalls and may create divisiveness if organizational communication is deficient and defective.
Strategic and interpersonal communication turned out to have a fundamental role in building up the trust that makes empowerment practices possible by overcoming “us and them” feelings, local subcultures and defensive behaviours.
The Library System should offer opportunities for meeting and exchanging opinions, sharing the vision, and developing a common sense of belonging and ownership
