Social capital and leadership in academic libraries: the broader exchange around “Buy In”

Abstract

Purpose

The purpose of this paper is to introduce the concept of social capital to the literature on academic libraries as it pertains to leadership and management as well as to demonstrate the limitations that the current discursive use of the phrase “buy in” represents.

Design/methodology/approach

This paper brings critical insights from outside fields of intellectual inquiry, including business, knowledge management, computer and information systems, and sociology. The paper is organized around a series of questions posed at the end of the introduction and serves to introduce its audience to the key findings made in these fields as well as to apply relevant observations about social capital to the unique context of leadership and management in academic libraries.

Findings

The paper elucidates a number of limitations to the current practice of using the phrase “buy in” as a way of exploring the concept of social capital. The most significant risk that the phrase’s use incurs is a lack of context and clarity around critical concepts of leadership, including trust, trustworthiness, and shared vision and meaning.

Originality/value

This paper argues that a broader contextualization of “buy in” in the scholarship on social capital can lead to a richer dialog that allows academic library administrators to understand the concurrent and competing factors that accompany an exchange where “buy in” is given or withheld.

Citation

Schlak, T.M. (2015), "Social capital and leadership in academic libraries: the broader exchange around “Buy In”", Library Management, Vol. 36 No. 6/7, pp. 394-407. https://doi.org/10.1108/LM-11-2014-0133