The dance of change in libraries: a case study of FUM libraries merger in Iran

The purpose of this paper is to determine the effect of individual and organizational dimensions on creating the resistance to change according to the role of unlearning and knowledge stickiness in merging of libraries as planned change.

Borrowing from the Lewin’s field theory, knowledge stickiness theory and unlearning the framework of planned change process designed. The paper opted for a survey study using the questionnaire, five depth interviews and focus group discussion with librarians, middle and senior managers.

The paper provides empirical insights about pattern of planned change in the Ferdowsi University of Mashhad library. The role of knowledge stickiness and unlearning factors associated with process of planned change. It suggests that successful change act as overcoming forces of unlearning to knowledge stickiness on two dimensions: individual and organizational.

Because of the chosen research case, the research results may lack statistical generalizability. Therefore, researchers are encouraged to test the proposed propositions further.

The importance of managing obsolescence knowledge in individual and organizational dimensions in process of planned change is highlighted as managerial point of view.