1. Colleen S. Harris
Summer 2012

2.  “a cluster of network access point[s] and associated
IT tool[s] situated in the context of physical,
digital, human, and social resources organized in
support of learning” (Beagle, 2006, xviii)
 Campus-wide collaboration opportunities
 “allow for access to library resources and reference
assistance with productivity software and
technical support, allowing students to research
and produce final projects in a one-stop shopping
environment.” (Church, 2005, p. 75)
 Social learning (Bandura, 2006)

3.  Initiation:
 Agenda-Setting
 Matching
 Implementation
 Redefining/restructuring
 Clarifying
 Routinizing

4.  Rogers (2003): “agenda-setting occurs when a
general organizational problem is defined that
creates a perceived need for an innovation.” (p.
422)
 Barnes & Noble, Borders, Joseph-Beth
Booksellers
 Informal vs monastic
 Knowledge Delivery vs Knowledge Creation
 Recognition of need for partnerships

5.  “the stage in the innovation process at which a
problem form the organization’s agenda is fit
with an innovation, and this match is planned
and designed.” (Rogers, 2003, p. 423)
 U of Iowa (1992) & U of SoCal (1994)
 Diffusion: conference papers, presentations,
and professional networks
 Other libraries followed early examples by
renovating/redesigning physical spaces to
create information/learning commons areas
(Caniano, 2010; Shill & Tonner, 2003)

6.  where the org modifies the innovation to suit
its needs, & restructures itself to accommodate
the innovation (Rogers, 2003)
 UNLV: locale to diffuse
 UTC Library design to accommodate more
media-based and interactive assignments
 UTC Library staffing & restructuring
 (Learning Commons, Media)

7.  The organization defines the relationship
between itself and the innovation more clearly
(Rogers, 2003)
 Information vs. Learning Commons
 Deeper partnerships with university writing
centers, tutoring centers, and other services
(Schmidt & Kaufman, 2005)
 Example: U of L lack of clarity

8.  When the innovation becomes an ongoing
element in the organization’s activity (Rogers,
2003)
 Innovation loses its identity as a novelty and
becomes a part of the normal planning
processes of the organization.
 Area of Struggle
 Mercer – failure to plan
 U of L – failure to clarify
 UTC – Commons still pending

9.  Model of innovation decision-making a useful
frame to contextualize decision making in
organizations
 Implementation stages most likely to be
barriers to diffusion/success

10.  Bandura, A. (2006). On integrating social cognitive and social
diffusion theories. In A. Singhal & J. Dearing (Eds.), Communication of
innovations: A journey with Ev Rogers, pp. 111- 135. Beverly Hills, CA:
Sage Publications.
 Beagle, D. (2006). The information commons handbook. New York, NY: Neal-
Schuman Publishers.
 Caniano, W. T. (2010). Academic library design: A commons or an
Athenaeum? Library Philosophy & Practice (e-journal), 428.
Retrieved from http://digitalcommons.unl.edu/libphilprac/428/
 Church, J. (2005). The evolving Information Commons. Library Hi Tech,
23(1), 75-81.
 Rogers, E. M. (2003). The diffusion of innovations (5th ed.). New York, NY:
Free Press.
 Schmidt, N., & Kaufman, J. (2005). Learning commons: Bridging the
academic and student affairs divide to enhance learning across
campus. Research Strategies, 20(4), 242-256.
 Shill, H., & Tonner, S. (2003). Creating a better place: Physical
improvements in academic libraries 1995-2002. College & Research
Libraries, 64(6), 431-466.