The current focus in higher education institutions on studentengagement, partnership formation, community development and social relations requiresa significant mind-shift in academic libraries and librarians if they are to regaintheir place at the heart of the academic enterprise. Libraries need to movebeyond incremental and peripheral development of services, spaces andstructures to a more fundamental and radical rethinking of their core missionand service philosophy to realign their resources, processes and practices to contemporarydemands. Academic librarians have seen the need for change in response to thesocial turn in the academy and society, and have been exploring concepts suchas converged and shared services, partnership and relationship management, blendedand engaged librarians, embedded and participatory librarianship, andinside-out and pop-up libraries. But such work has generally been limited to smallparts of the organization, and has not usually resulted in the largescalechange in strategy and culture needed for libraries to operate effectively asdynamic social organizations in the connected digital world. New ways ofworking are not enough; they must be informed by new ways of thinking that empowerlibrarians to look at all areas of their practice in a unified holistic way througha social lens. Concepts and theories of intellectual and social capital cangive practitioners new perspectives on their work and provide a framework forthe hard reset needed for academic libraries to remain relevant in the 21stcentury. This book introduces readers to these ideas and uses case studies fromreal-world experience to show how intellectual and social capital perspectivesand social network theory can strengthen strategic development, collaborativerelationships and professional leadership across all areas of library activity.Examples of application areas include academic liaison, collection development,data services, information literacy, library fundraising, service design, spaceutilization, and student success.