Press Release: Growing Libraries and ReThinking Libraries announce a partnership to help libraries better serve their communities. Growing Libraries and ReThinking Libraries have announced a partnership that will supercharge strategic planning for libraries, enabling them to reach more community members and connect them with library services.

The aim of this case study was to empirically elucidate the core elements underpinning the legitimacy of twenty-first-century public libraries, with a particular focus on the New York Public Library (NYPL). We conducted a qualitative content analysis of 24 NYPL annual reports spanning the period from 2000 to 2023 to investigate the ways in which legitimacy is expressed at NYPL and explore the interrelationships among the dimensions of library legitimacy. A coding framework, grounded in the established legitimacy dimensions from Yamagishi, Koizumi, and Larsen’s (2024) research, was utilized alongside a periodization approach to assess how these dimensions interact during key historical events. We examined the NYPL’s reported practices through the lens of five primary dimensions of legitimacy. Analyzing how these practices are reported in annual reports revealed how these dimensions interact and evolve in response to significant societal challenges, including the 9/11 attacks, the global financial crisis, and the COVID-19 pandemic. The research findings highlight the critical role of both internal factors (such as librarianship) and external influences (such as economic conditions) in sustaining the overall legitimacy of public libraries. This case study provides a comprehensive framework for understanding the complex and dynamic nature of legitimacy in public libraries and demonstrates how these institutions can adapt to and reflect broader societal changes. The findings hold important implications for the development and management of public libraries on a global scale.

This paper introduces a subfield of management studies, "critical management studies" (CMS) in order to rethink mainstream management practices in academic libraries, with strategic planning as an illustrative example. Mainstream management models from the corporate sector prioritize efficiency, productivity, and numerical measures for assessing impact. Academic libraries have generally borrowed uncritically from this mainstream management praxis, but how well does this serve our needs, especially when it comes to the most complex issues we face? CMS draws on critical theory to interrogate the methods and goals of mainstream management, with an emphasis on denaturalizing "taken for granted" practices and prioritizing ethics and worker equity. After providing a brief overview of the history and adoption of mainstream management in academic libraries, this paper focuses on strategic planning as an illustrative exploration of CMS principles in an academic library context. Strategic planning is a common managerial practice that has been embraced by academic libraries and generally modeled after mainstream approaches. Yet, CMS scholars contend that traditional strategic planning reproduces workplace inequities and universalizes managerial interests. In this article, I employ ideas from CMS to rethink library strategic planning by opening participation, reframing problems, and embracing our ethical agency.