Fostering innovation through cultural change

Abstract

Purpose The paper aims to demonstrate a range of approaches to promoting innovative thought and action which can be applied in a variety of organisational contexts. Design/methodology/approach The paper describes strategies adopted by one large academic library which sought to increase employee engagement and levels of innovation. Included is the background situation, a description of cultural change activities undertaken, information on provision of a suite of practical innovation process tools, and reference to relevant literature. Findings The leadership framework of RMIT University, and associated developmental opportunities, benefit the library which also offers a tailored developmental programme for its leadership group. Specific purpose groups are used in the library to build capacity and promote cultural change. The library promotes involvement in professional associations and supports innovation through the provision of practical tools and techniques which can be used by staff at all levels. Building an innovative culture is challenging in a large organisation, but sustaining effort over time, utilising a variety of approaches and developing positive sub‐cultures among motivated staff have been found to be beneficial. Originality/value By describing strategies to promote an innovative organisational culture, the paper has originality. Most related library literature addresses specific innovations.

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