New and Ongoing Initiatives

Libraries have been actively engaging in a myriad of new and ongoing initiatives aimed at enhancing their services and outreach. Updates from various business schools reveal a strong focus on strategic planning, open access, AI integration, diversity and inclusion, and student-centered support, with numerous examples illustrating these themes.

Strategic planning initiatives are underway at institutions like Carnegie Mellon, which is developing a new strategic plan in collaboration with university leadership to continue fostering faculty research and expand services. Columbia University is preparing for major renovations to its business library, with an expected two-year timeline starting in 2025, aimed at enhancing spaces for digital scholarship and expanding access for all students.

Open access is a significant trend, with Carnegie Mellon Libraries working on agreements with publishers such as Wiley, Elsevier, and the Royal Society of Chemistry, facilitating open access to a broader range of academic publications. Similarly, Penn Libraries have introduced new open access agreements covering author publication charges (APCs) for Penn researchers in journals like Wiley’s hybrid offerings. These agreements support faculty and students in publishing their work without financial barriers and increase the accessibility of scholarly output.

AI is another transformative area. MIT has incorporated AI into its research ecosystem, exploring the ethical use of generative AI through discussions, policy development, and educational programming. Similarly, Babson College has introduced an AI Literacy Guide to help students and faculty stay current on AI technologies and their applications in academic and professional environments. Harvard Business School is also working on AI-related initiatives, providing presentations and learning content on the ethical use of AI in research.

Diversity and inclusion remain core priorities across institutions. NYU has introduced new diversity goals for its business collections, ensuring a wider representation of voices in business scholarship. HEC Montréal has taken significant steps in promoting diversity and inclusion by organizing events like Black History Month discussions and exhibitions highlighting Indigenous women entrepreneurs. University of British Columbia’s David Lam Library also launched initiatives related to equity, diversity, and inclusion, such as facilitating workshops around UBC’s Indigenous Strategic Plan and offering wellness supports for students.

Finally, student support and engagement are crucial themes. Emory University launched a new multi-session business intelligence course to help students develop critical research skills for real-world applications, while Michigan State University introduced mental health initiatives, including a subscription to the Calm app for library staff and the potential introduction of a therapy dog to support employee well-being. The University of British Columbia expanded its writing and math coaching programs for business students, providing additional academic support services. Meanwhile, Wake Forest University and Vanderbilt University have strengthened their collaboration with their business schools, offering workshops and career-related research support to enhance student success in both academic and career endeavors.

These examples showcase how business schools and libraries are adapting to the evolving landscape of research, teaching, and student needs, leveraging strategic initiatives, technology, and inclusive practices to stay at the forefront of higher education.

Organizational Changes and New Staff

Organizational changes and new staff appointments have been significant in shaping the operational dynamics of business libraries. Recruitment efforts for new business reference librarians, the welcoming of new team members, and the impacts of hiring freezes due to budget constraints were common themes. Stability in organizational structure was also noted in some libraries, while others focused on hiring for specific roles, such as an Instruction and Outreach Associate at the Business & Brause Real Estate Libraries at NYU, to enhance educational and outreach efforts.

Meanwhile, the Michigan State University Gast Business Library struggled with staffing, operating with only 2.75 librarians instead of the usual 5, while Penn State saw its number of librarians reduced from 7 to 4 due to staff departures to other institutions. These staffing changes reflect a broader trend of mobility within academic librarianship.

Libraries are also undergoing structural shifts to improve services and streamline leadership roles. Carnegie Mellon University restructured its leadership, creating a new Associate Dean of Academic Engagement to align faculty liaison roles with specialized functions, while Cornell University implemented a Unified Access Services plan to optimize coverage and provide career advancement for staff.

Hiring is a major focus, with many institutions filling vacancies left by retirements or departures. For example, UCLA filled multiple subject librarian positions and Southern Methodist University redesigned and filled the Evening Librarian role as an Online Engagement Librarian, reflecting the evolving needs for digital engagement.

Leadership changes are shaping the direction of several libraries, such as at UCLA, where Athena Jackson replaced Ginny Steel as University Librarian, bringing a commitment to employee engagement. Similarly, The Ohio State University appointed several new Associate Deans across technology, special collections, and content and access, though they were still searching for an AD for Impact and Analytics at the time of the ABLD report.

External factors like budget constraints are also affecting libraries’ ability to hire and restructure. University of Chicago imposed a hiring freeze, slowing the filling of staff vacancies, while Cornell University has experienced delays in hiring due to budget cuts, especially in business and entrepreneurship services.

Physical Space Developments

The updates from various universities highlight key trends in library renovations, technology upgrades, and space reconfigurations. Many institutions are rethinking their spaces to better accommodate staff environments and collaborative study areas. For example, Columbia University opened a small satellite business library with essential services, while Carnegie Mellon University is planning renovations for its Hunt Library to enhance its study spaces.

Technology upgrades are a significant theme, with Emory University reducing the overall number of public workstations but enhancing the remaining workstations with dual and curved monitors, and the University of British Columbia upgrading AV equipment and replacing aging Mac workstations in its Digital Media Lab.

There is also a notable shift toward creating more flexible, collaborative spaces. Harvard Business School transformed a public seating area into a conference room and added Zoom booths, while Southern Methodist University redesigned its floor plan to boost collaboration and networking, expanding the Kitt Investing & Trading Center in the process.

Many libraries are adapting to changing user needs by withdrawing physical collections or moving them off-site to make room for more user-centered spaces, as seen at The Ohio State University and the University of Chicago. Additionally, post-pandemic changes have influenced libraries to focus on hybrid learning and remote work, as seen with MIT’s space reconfiguration.

Overall, these updates show a widespread trend of libraries evolving into more modern, flexible, and technology-driven environments to support academic needs.

Collection Changes and Financial Issues

Several universities are grappling with challenges related to vendor contracts, budgetary constraints, and access to academic resources. For instance, UVA Darden School of Business has reported significant price increases for their databases and resources, which is a growing concern as the cost of maintaining essential subscriptions continues to rise across the board. At the University of Washington, complex license negotiations have become a persistent issue. These frustrations reflect the growing challenge of balancing usability and cost-effectiveness in database licensing, especially as vendors frequently make interface changes that sacrifice functionality for appearance.

Carnegie Mellon University has raised a forward-looking concern about the future of digital content access, specifically regarding vendors potentially restricting the ability to download PDF versions of reports. This concern stems from the fear that users might upload the content to large language models (LLMs), which could lead to the unintentional incorporation of proprietary data into machine learning datasets. This raises significant questions about the future of digital access and how it will affect academic research if vendors tighten restrictions to protect their intellectual property. Carnegie Mellon’s example highlights the tension between vendors wanting to secure their content and academic users who need flexible access for research purposes.

Other universities are also dealing with similar issues related to rising costs and restrictions. Emory University, like many others, is still working within a budget severely reduced by the pandemic, leaving little room for new acquisitions or enhancements to existing subscriptions. Several schools have experienced significant price increases from their key academic database providers with some universities, like Southern Methodist and Northwestern, having to consider canceling critical subscriptions to afford more essential ones.

The Ohio State University is taking strides in open access, engaging in read-and-publish agreements that aim to enhance scholarly communication. These initiatives not only save money on author fees but also promote the broader dissemination of academic work, which benefits both the university and the global research community. Moreover, The Ohio State University’s involvement in the Big Ten Open Books project could serve as a model for other institutions seeking to expand their open-access initiatives.

Other schools, such as Penn State, are bracing for future budget cuts, with planned reductions expected to impact library collections. Penn State has already anticipated the need to cut a portion of its collections, though the specific impact remains unclear. Budget limitations are also a concern for Michigan State University, where high renewal costs have led to protracted negotiations with vendors. The university has been exploring multi-year deals and renegotiating terms to maintain access to essential resources while controlling costs.

Even schools with fewer vendor-related issues have faced challenges in managing their academic resources. For instance, the University of Chicago, despite a relatively stable year, still encountered difficulties negotiating access to local newspaper archives, where the vendor cited geographic location as a factor for higher prices. This situation exemplifies how even straightforward renewals can become problematic when vendors impose unexpected pricing models.

In summary, business schools across the country are experiencing a range of difficulties in managing their academic collections. Whether it’s negotiating licenses, coping with budget cuts, or dealing with vendors’ restrictions on digital content, institutions are finding themselves at a critical juncture where academic needs must be balanced against financial realities. Many are adopting innovative solutions such as open-access initiatives and creative negotiating to alleviate some of these pressures, but the road ahead remains challenging as the cost of academic resources continues to climb and digital access policies evolve.

Business School Issues, Organizational Changes, and New Initiatives

Business schools are rapidly evolving to meet the changing demands of industries, with several key themes emerging in their strategies. Many institutions are focusing on the integration of AI and other technologies, recognizing the transformative power these fields hold for business education.

UVA Darden School of Business is a prime example, having created an academic chair for AI, added AI-focused electives, and expanded its campus with new facilities to support conferences and corporate events. Similarly, Harvard Business School (HBS) has made AI a core part of its strategy through its Digital Data Design Institute (D^3), which is conducting research in digital reskilling and AI-driven intelligence. HBS is also expanding accessibility by offering full-tuition scholarships to students with the greatest financial need, ensuring that advancements in AI are accompanied by efforts to make education more inclusive.

Other institutions, such as Carnegie Mellon’s Tepper School of Business, are also incorporating technology into their core operations. Tepper adopted the Elements RIMS platform for faculty reviews, while launching programs like an Accelerated MBA and a STEM-designated Master of Science in Management (MSM). The Ohio State University is similarly prioritizing technology, establishing a $110 million Center for Software Innovation and launching a Fintech Micro-Credential to offer specialized training in emerging areas like financial technology.

In addition to technology, business schools are increasingly offering specialized and accessible programs tailored to specific groups or career paths. Emory University’s Goizueta Business School recently introduced a Master in Business for Veterans and a Master in Management, designed to cater to veterans and professionals seeking targeted skill development. Babson College is expanding its focus on social responsibility with initiatives like a Doctor of Business Administration (DBA) program and a prison education certificate that blends business leadership with social justice.

Global and interdisciplinary collaboration is also becoming a priority for many schools. Columbia University’s Business School has partnered with its School of Engineering to offer a Dual MBA/Executive MS in Engineering and Applied Science, reflecting the need for business leaders with technical expertise. Carnegie Mellon’s Tepper School has taken a similar approach, launching a dual degree program with France’s ESSEC Business School that offers two degrees in Business Analytics and Management. Yale School of Management has expanded its global reach through a dual degree program with HEC Paris, allowing students to earn two master’s degrees in a rigorous, interdisciplinary context.

To support these new initiatives, schools are investing heavily in their infrastructure. The University of British Columbia’s Sauder School of Business is undergoing a major expansion to accommodate its growing student body, while Northwestern University’s Kellogg School of Management is replacing its Allen Center to better serve its Executive MBA program. Similarly, the University of Chicago’s Booth School of Business is expanding its program offerings with one-year master’s degrees like the Master of Finance, offering flexibility for students seeking shorter, high-impact education options.

Flexible, shorter programs are becoming a key focus for many institutions. Carnegie Mellon offers an Accelerated MBA that can be completed in three semesters and NYU Stern is launching a one-year MBA program at its Abu Dhabi campus in 2025. These programs reflect the increasing demand for business education designed to accommodate working professionals who need flexible learning options.

Across the board, business schools are aligning their strategies with the evolving needs of students and industries. By focusing on AI, specialized programs, global collaboration, infrastructure development, and flexible learning, these institutions are positioning themselves at the forefront of business education, ensuring their graduates are well-prepared to navigate a complex and rapidly changing global economy.

Top Factors Affecting Libraries

Higher education institutions, and particularly their libraries, are facing several interconnected challenges, including staffing shortages, budget constraints, technological integration, and organizational restructuring.

Staffing issues are a significant concern, with many business libraries struggling to fill positions, especially in specialized areas, which limits their ability to support faculty and students effectively. These shortages also contribute to burnout as workloads increase for remaining staff. At the same time, budget constraints are compounding the staffing crisis. Many institutions are dealing with stagnant or flat budgets, forcing them to prioritize critical needs and stretch financial resources to cover essential services, upgrades, and support for growing programs.

Technological advancements, particularly in artificial intelligence (AI), present both opportunities and challenges. While AI is seen as a tool for innovation, many institutions are grappling with how to integrate these technologies into their library services and workflows effectively. The growing focus on AI raises concerns about the relevance of traditional library services and the ability of institutions to keep up with rapid technological changes. Faculty and administrators hold varied expectations about how AI can be utilized in academic settings, further complicating efforts to adapt to this evolving landscape.

In addition to technology and budgetary concerns, organizational restructuring and leadership transitions are creating uncertainty within many institutions. Leadership changes, coupled with ongoing organizational shifts, are impacting morale and strategic planning. As institutions undergo these transitions, they are navigating a complex balance between maintaining existing services and adapting to new leadership visions and priorities.

Together, these challenges create a complex environment where institutions must be flexible and creative in their approach. Libraries and business schools, in particular, are at the forefront of managing these issues, finding ways to address immediate needs while also preparing for the future. Strategic planning, interdepartmental collaboration, and professional development are key to ensuring they remain relevant and responsive to the evolving demands of their communities.

Conclusion

The analysis of the survey responses for the ABLD Year in Review highlights the dynamic and multifaceted nature of business libraries. From new initiatives and organizational changes to physical space developments and budgetary challenges, libraries are continuously evolving to meet the needs of their academic communities. By addressing these various aspects, business libraries can ensure they remain integral to the educational and research missions of their institutions. This detailed overview provides a snapshot of the current state of business libraries and the diverse efforts they are undertaking to enhance their services and support their patrons.

AI Disclosure

OpenAI. (2024). ChatGPT (GPT-o). [Large language model]. Utilized via the hbs-chatgpt-edu workspace.