The course deals with strategic management and business planning in Information Services. Emphasis is also placed on economic planning as well as key elements economic operation of Information Services, market analysis, market types and economic sectors. Therefore, students are encouraged to understand the importance, the principles and the methods of business and economic planning in Information Services by studying the following thematic topics: strategy and strategic management, analysis of business environment, innovation management in information services, the schools of thought and styles of strategy and business planning development, strategic management tools and methodologies such as PESTEL analysis, SWOT analysis, stakeholder analysis etc. Finally, some prevalent, yet quite specific, planning subjects within Information Services are presented (disaster management planning etc.).

Upon successful completion of the course, the students will be able to:

• Define the concepts and understand the importance of strategy and strategy management in Information Services (Libraries, Archives, Museums and other organizations).
• Understand and appraise specific strategic thinking philosophies and strategy styles for a specific Information Service (Library, Archive, or Museum).
• Understand the value of strategies in meeting socioeconomic needs and the role of stakeholders for strategic planning in information services (libraries, archives and museums).
• Participate in the development of organizational statements (vision, mission, values) ​​for an Information Service.
• Understand content of PESTEL environment analysis and SWOT diagnostic analysis.
• Constructively participate in the development of business planning and be able to monitor it’s implementation through evidence based practices.
• Understand the importance of economic management in an information service.
• Propose specific long and short-term plans for social cohesion, integration of vulnerable population groups.
• Understand the need for developing partnerships, alliances, associations, joint ventures and links as well as new innovative information services.

Week #1: Course content overview and clarifications for student assessment and evaluation

Week #2: The definition of strategy and strategic management for Information Services

Week #3: Strategic thinking philosophies and strategy styles

Week #4: Environmental Analysis for Information Services (examples from Libraries, Archives and Museums) – System’s thinking and operational/economic indicators (productivity, efficiency, effectiveness, quality and impact).

Week #5: Stakeholder analysis and ethics in business decision-making

Week #6: Structure and content of business planning

Week #7: PESTEL external environment analysis - SWOT diagnostic analysis

Week #8: Examples of Libraries’ business plans

Week #9: Examples of Archives’ business plans

Week #10: Examples of Museums’ business plans

Week #11: Disaster management plans for Information Services

Week #12: Economic planning and reporting in Information Services

Week #13: Examples of economic plans – budgeting of information services - course summary

• Düren, P. (2010). “Public management means strategic management: how can libraries fulfil the requirements of the new public management?”. Library Management, 31(3), 162-168.
• Helling, J. (2012). Public libraries and their national policies: international case studies. Elsevier.
• Kostagiolas, P. A., & Banou, C. (2007). “Managing Expectations for open access in Greece: Perceptions from the Publishers and Academic Libraries”. Proceedings of the 11nth International Conference on Electronic Publishing. Openness in Digital Publishing. Awareness, Discovery and Open Access. Vienna 13-15 June 2007, (edit.) Leslie Khan and Bob Martens, Vienna, p. 229-237.
• Kostagiolas, P. A., & Korkidi, M. (2008). “Strategic planning for municipal libraries in Greece”. New Library World, 109(11/12), 546-558.
• Kostagiolas, P. A., Banou, C., & Laskari, E. M. (2009). “Strategic planning and management for the public libraries: the case of Greek central public libraries”. Library Management, 30(4/5), 253-265.
• Kostagiolas, P. A., Lavranos, C., Martzoukou, K., & Papadatos, J. (2015). “Keeping the score: outreach services and collaboration for academic music libraries in financially straitened times”. Library Management, 36(6/7), 495-510.
• Kostagiolas, P., Araka, I., Theodorou, R., & Bokos, G. (2011). “Disaster management approaches for academic libraries: an issue not to be neglected in Greece”. Library management, 32(8/9), 516-530.
• Matthews, J. R. (2005). Strategic planning and management for library managers. Libraries Unlimited.
• Rowley, J. (2011). “Should your library have an innovation strategy?”. Library Management, 32(4/5), 251-265.

The course includes lectures and workshops. Within the course modern teaching tools and techniques are employed – an asynchronous platform with coursework material, continuous assessment, creation of working groups, etc. is utilized. Furthermore, a number of hourly lectures with invited speakers on subjects related to the course are organized. 

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Compulsory Exams as well as provisional coursework tasks are available to students (the tasks and essays always announced at the beginning of the semester). A Lesson Planning Guide is provided for the course.