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© Proceedings of the Ruhuna Quality Assurance Sessions 2021 (RUQAS 2021)
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21 September 2021

al. 1997; Kump et al 2019), and Agility capability view (Teece, 2019; Worley and Lawler III, 2010;
Najrani, 2016). RBV has been massively used in management practices as an influential theory of

strategic management (Newbert, 2007; Talaja, 2012).

Resources capabilities and competencies can be distinctive across firms and they generate the

advantage to the firm for performances (Carmelia, and Tishlerb, 2004). University libraries possess
distinctive assets and capabilities which have a positive impact on the service quality of the library

(Al-Ahmad, 2016). Therefore, viewing the resource-capabilities of the library in terms of competitive
capabilities, dynamic capabilities, and agility capabilities would be effective to understand their impact

on quality.

Organizations need to keep track of their performance, customer satisfaction, and even their

competitors (Pakurár et al, 2019). University libraries face the threat of competition from various
commercial information service providers and web-based information tools commercial or open access

and they must improve the quality of the services to survive (Cullen, 2001). To be competitive
libraries should leverage resource capabilities. Generally, the service quality is relevant to employees’

capabilities, productivity, and ability to create sustainable competitiveness (Chuang et al., 2015). Users

reach the library if they are confident of the library’s ability to provide any resource/service they
expected. Then the competitive capabilities are essential to ensure the quality of the library.

Dynamic capabilities mean the organization’s competencies that support the undertaking of necessary

changes in response to the market changes. They facilitate the adaptation, integration, and

configuration of internal and external resources (Alejandro et al., 2020). As dynamic organizations,
university libraries need to re-evaluate their roles and service models to identify user expectations and

their perceptions towards the services they provide and then make necessary changes and innovations
to narrow the gap between expectations and perceptions. By strategically using the abilities and

capabilities, librarians motivate the working force to effectively respond to the changing needs of the
society concerned. They value their working environment, and it will help to attract new users and

retain the existing users (Julie et al., 1998).

As another fact, the library needs to have an agile setup to leverage its resource capabilities. Agility is

a set of organizational capabilities that helps to respond to customer requirements in a timely, efficient,
and cost-effective way (Mathiassen and Pries-Heje 2006; Sambamurthy et al., 2003; Seo and La Paz,

2008). It supports resources to value-creating and value-protecting (Nafei, 2016). The agile

environment supports the development of the quality of the library (Niemi-Grundström, 2014). Thus, it
can be argued that the integrating of resource-capabilities in quality measuring would be more

supportive to view the overall quality scenario of the library. Although there are different definitions
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