@article{
 title = {Transforming the organization, part 2 strategy: moving beyond operational effectiveness},
 type = {article},
 year = {1998},
 identifiers = {[object Object]},
 pages = {431-438},
 volume = {22},
 websites = {http://www.sciencedirect.com/science/article/pii/S0364640898001021},
 id = {25248821-b726-34f0-ba79-dc47f1532bfc},
 created = {2017-04-24T17:38:57.440Z},
 accessed = {2017-04-24},
 file_attached = {false},
 profile_id = {06b627cf-c50c-3a38-83cf-d4ec6aa67244},
 group_id = {46302765-27c6-3c57-9618-e15b2c93e0ea},
 last_modified = {2017-04-24T17:38:57.526Z},
 read = {false},
 starred = {false},
 authored = {false},
 confirmed = {false},
 hidden = {false},
 private_publication = {false},
 abstract = {Organizations readily use the tools of efficiency—downsizing, outsourcing, re-engineering, and others—but seldom give needed attention to strategy. Based on experience in the marketplace, the authors offer ideas about strategy meant to be usable given the constraints under which academic libraries exist. First, organizations require a vision, overall direction, or goals. With a goal in mind, leaders can consider meta-strategies, which is to say, strategies that give embryonic plans for moving toward a goal room to grow. Examples are “the presumption of goodwill” and skunk works. Strategy always leads to paradox because deploying resources to one end seems to close off other avenues. The ability of organizations to perform both sides of a paradox decides their success.},
 bibtype = {article},
 author = {Secor, John R. and Swords, David A.},
 journal = {Library Acquisitions: Practice & Theory},
 number = {4}
}

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