Case Study: Examples of Applying Game Theory to Library Networks (1980)
Cohen and Vijverberg (1980), professors at the University of Pittsburgh Department of Economics, applied game theory to bilateral cooperation between library networks. An analysis of library networks is often based
Figure 3.4 Impacts of game theory.
on (1) the methods of coordination used with other libraries; (2) the estimated expenses necessary to maintain the networks; (3) the value of the library networks; and (4) their stability. Among these, they analysed, in particular, aspects pertaining to (1) and (4).
From the perspective of game theory, the analysis results were clearly successful examples, particularly in cataloguing, such as in the Online Computer Library Center (OCLC). Following this, the fact that by 1975, 400 libraries had become a part of the OCLC network was proof of the successful application of game theory to enhance cooperation among library networks.
Case Study: Cooperative Game Theory and Library Decision-Making (2003)
In 2003, Hayes (2003) studied the application of game theory (cooperative games) to libraries in general, in the context of a joint implementation of cooperative purchasing of book collections and automation. He concluded that it was possible to apply cooperative game theory to the strategic management of libraries. Libraries are generally known for their ideal spirit of cooperation with fellow libraries, but through cooperative game theory, it was also demonstrated that this cooperation has a high value.
Conclusions About Using a Management of Game Theory
Game theory is a management theory that has had great influence on modern strategic management theory. Therefore, strategic management theory based on game theory is also a management theory that considers the external environment of the organisation as the basis for the theory, similar to the competitive strategy of the 1980s. However, as has been made clear by bibliometric analysis, this has not been applied a great deal to library management. Furthermore, in cases where it has been practically applied, it was not from the perspective of the external environment, but from that of the library network. The fact that the perspective of the external environment was missing in its application to library management until that point suggests a high possibility of strategic management and plans being draughted earlier without an external perspective along the lines of, ‘How do we bring the value of libraries to the market?’
