| Summary: | <b>Objective</b> – This study investigated organizational culture in two academic librariesin order to propose culturally responsive strategies for developing planning andleadership initiatives. A case study conducted at the University of SaskatchewanLibrary (Shepstone & Currie, 2008) was replicated at two other Canadian academiclibraries to generate some comparative data on organizational culture in Canadianacademic libraries.<br><b>Methods</b> – The Competing Values Framework (Cameron & Quinn, 1999, 2006)provided the theoretical framework and the methodology for diagnosing andunderstanding organizational culture. The Organizational Culture AssessmentInstrument (OCAI) was administered by questionnaire to all library staff at MountRoyal University and Carleton University libraries.<br><b>Results</b> – Scores on the OCAI were used to graphically plot and describe the currentand preferred culture profiles for each library. We compared the cultures at the threelibraries and proposed strategies for initiating planning and developing leadershipthat were appropriate for the preferred cultures.<br><b>Conclusions</b> – This research demonstrates that academic library culture can be diagnosed, understood, and changed in order to enhance organizational performance. Examining organizational culture provides evidence to guide strategy development, priority setting and planning, and the development of key leadership abilities and skills. Creating culturally appropriate support mechanisms, opportunities for learning and growth, and a clear plan of action for change and improvement are critical.
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