Effect Boundaries and Adaptation Paths: A Meta-Analysis and Theoretical Reconstruction of Library Transformation in the Digital-Intelligent Era

Abstract

[Objective/Significance] Driven by digital-intelligent technologies, library transformation exhibits the paradox of "heated practice, limited consensus, and heterogeneous effects." This creates practical dilemmas of "fragmented conclusions and ambiguous pathways" (e.g., a 40% disparity in digital-intelligent investment returns across libraries in different regions) and academic shortcomings of "black-boxed mechanisms and lagging theories," with existing research explaining less than 50% of transformation heterogeneity. This study aims to resolve these challenges through a large-sample meta-analysis, providing a trinity of decision support for library digital-intelligent transformation during the 15th Five-Year Plan period: a quantitative benchmark, theoretical framework, and practical pathways.

[Methods/Process] Strictly following PRISMA 2020 guidelines, we systematically searched 10 Chinese and international databases (Web of Science Core Collection, Scopus, CNKI, etc.) from January 1, 2018, to April 30, 2024. A three-stage screening process (title screening, abstract review, full-text verification) was conducted independently by two researchers (Kappa ≥ 0.88), ultimately including 72 empirical studies (total sample N = 21,847). Analysis was performed using R 4.4.0 (metafor package): the DerSimonian-Laird random-effects model pooled standardized mean differences (SMD); subgroup analysis (by transformation direction/mode/mechanism) and meta-regression (with "technology-organization-environment synergy degree" as the core independent variable) parsed heterogeneity; funnel plots, Egger's test (t = 1.38, p = 0.17), and trim-and-fill methods assessed publication bias, with leave-one-out validation ensuring robustness.

[Results/Conclusions] First, the overall effect is "significant yet bounded": the pooled SMD for digital-intelligent transformation is 0.84 (95% CI: 0.71–0.97, p < 0.001), reaching high-intensity effect per Cohen's criteria, but with high heterogeneity (I² = 68.5%). Second, the direction dimension follows a "core-first" principle: effect strength ranks as data intelligence (SMD = 0.92) > spatial reconstruction (SMD = 0.78) > service ecosystem (SMD = 0.69), with significant between-group differences (Q_between = 20.3, p < 0.01). Third, the mode dimension reveals "ecosystem optimality": the "platform-ecosystem" model (SMD = 0.89) significantly outperforms "alliance-based collaboration" (SMD = 0.81) and "standalone upgrading" (SMD = 0.70) (Q_between = 15.7, p < 0.05). Fourth, the mechanism dimension shows "synergy determines outcomes": the "technology-organization-environment" synergy mechanism is the primary source of heterogeneity (meta-regression R² = 63.4%, β = 0.31, p < 0.01), with its effect (SMD = 0.96) far exceeding single-technology-driven (SMD = 0.72) or organizational learning (SMD = 0.79) approaches. Based on these findings, we construct a three-dimensional adaptation framework of "direction-mode-mechanism," enabling dual implementation of quantitative thresholds and typological pathways.

[Innovation/Value] Theoretically, this study is the first to systematically apply meta-analysis to macro-level library transformation research, modifying the integrated TOE-DOI framework and proposing the core concept of "synergy weight" (quantifying the contribution of three-element synergy to effects), filling the gap in quantitative research on transformation heterogeneity mechanisms. Practically, it provides a "priority checklist (data intelligence first) + model capability thresholds (e.g., platform-ecosystem requires annual budget ≥ 1 million RMB) + a synergy operation manual," offering a scientific basis for library transformation at all levels and industry standard formulation.

Keywords: Digital-Intelligent Libraries; Meta-Analysis; Platform-Ecosystem Model; Technology-Organization-Environment Synergy; Synergy Weight; AI-Driven Technologies

In the digital-intelligent era, technology clusters such as artificial intelligence (AI), big data, and the Internet of Things have evolved from "tool assistance" to "business model reshaping," deeply penetrating the entire chain of knowledge services, spatial operations, and organizational management in libraries. Since the 14th Five-Year Plan for Cultural Development (2021) first incorporated "library digital-intelligent transformation" into the national cultural strategy, and the draft 15th Five-Year Plan (2024) explicitly called for "building a digital-intelligent knowledge service system," policy-driven library transformation practices have exhibited "full-domain coverage and parallel multi-mode implementation." The National Library launched an "Intelligent Knowledge Service Platform," achieving precise literature push through AI semantic analysis (user satisfaction increased by 42% [1]). A provincial library led the construction of a "Regional Library Ecosystem Alliance," integrating resources from over 200 libraries across 13 cities (cross-library borrowing efficiency increased by 58% [2]). However, county-level libraries face transformation dilemmas—one survey revealed that 62% of county libraries experienced a 40% attenuation in the effects of digital-intelligent investments exceeding 500,000 RMB due to insufficient librarian digital literacy (only 31% mastered basic AI tools), with some even experiencing "technology idleness" (smart device usage rate below 30% [3]).

This divergence of "significant effects at the top, weak effects at the grassroots" reflects a "dual paradox" in digital-intelligent transformation. First, the contradiction between "technology empowerment" and "effect attenuation": theoretically, data intelligence can increase literature resource utilization by 35%–50% [1,4], yet 28% of libraries achieve less than 60% of expected benefits due to lack of organizational support (e.g., no technical training mechanism) [3]. Second, the contradiction between "diverse modes" and "ambiguous pathways": current transformation encompasses "standalone upgrading," "alliance-based collaboration," and "platform-ecosystem" models, but lacks quantitative comparisons (e.g., is the platform-ecosystem model significantly superior to standalone upgrading? What are its applicable conditions?), causing 45% of libraries to fall into "blind following" (e.g., county libraries emulating provincial libraries to build ecosystem platforms, resulting in project stagnation due to resource shortages [4]).

Existing research has examined digital-intelligent library applications and practice models but suffers three core limitations that hinder evidence-based decision-making. First, non-standardized effect measurement renders conclusions incomparable. Single-case studies use heterogeneous metrics such as "visitation rate," "user satisfaction," and "resource utilization rate" (e.g., Study A measured spatial reconstruction effects as a 28% visitation increase [2], while Study B measured technology investment effects as a 32% service response time reduction [5]), lacking a unified quantitative scale. This creates "non-comparable data and non-integrable conclusions"—for instance, "data intelligence applications" show 2–3× effect differences across studies, making it impossible to distinguish whether variations stem from technology itself or measurement standards.

Second, superficial attribution analysis provides inadequate mechanistic explanation. Most studies simplistically attribute effect differences to "technological advancement" (e.g., "more complex AI algorithms yield better effects" [6]), ignoring the interaction of "transformation direction-implementation mode-guarantee mechanism." For example, one study found that the combined effect of "data intelligence + synergy mechanism" (SMD = 0.95) was 1.4× that of "data intelligence + single-technology-driven" (SMD = 0.68) [7], yet literature has not systematically revealed the internal logic of such combined effects, let alone quantified the synergistic contribution of the three elements.

Third, vague decision support lacks typological pathways. Existing research proposes "macro principles" (e.g., "emphasize technology-organization synergy" [8]) but fails to provide actionable plans for libraries of different scales and resource endowments. For example, how should transformation priorities differ between provincial libraries (annual budget > 1 million RMB) and county libraries (annual budget < 500,000 RMB)? What are the minimum capability thresholds (funding, technology, personnel) for the platform-ecosystem model? The absence of answers to these critical questions leaves library decision-making reliant on "experience-based judgment" rather than "data-driven support."

To address these limitations, this study focuses on three core research questions (RQ):

• RQ1: What is the overall effect size and intensity boundary of digital-intelligent technology-driven library transformation? Does an "effect saturation" exist (e.g., effects cease to improve beyond a certain investment threshold)?
• RQ2: Under the three-dimensional framework of "direction (what to transform)–mode (how to transform)–mechanism (how to guarantee)," which factors are core drivers of effect heterogeneity, and what are their quantitative contributions?
• RQ3: How can a "quantifiable and typological" three-dimensional adaptation framework be constructed to provide precise transformation pathways for different library types (e.g., matching rules for budget, scale, and direction/mode)?

This study's innovative positioning manifests in three aspects. Methodologically, it overcomes the limitations of traditional case studies or qualitative analyses by systematically introducing meta-analysis from evidence-based medicine (emphasizing large samples, standardization, and reproducibility) into macro-level library transformation research. By pooling effect sizes from 72 empirical studies (total sample N = 21,847), it constructs the field's first quantitative effect baseline. Theoretically, based on meta-analysis results, it modifies the integrated TOE-DOI framework and proposes the concept of "synergy weight" (defined as the contribution proportion of the synergy among technology, organization, and environment to the overall effect), quantitatively parsing heterogeneity mechanisms and filling the theoretical gap between "static frameworks and dynamic transformation." Practically, it translates statistical results into a "decision toolkit"—including an "effect intensity ranking table" (clarifying priority transformation directions), a "model capability threshold table" (clarifying applicable conditions for different modes), and a "synergy operation checklist" (clarifying technology-organization-environment synergy steps)—achieving seamless integration from theory to practice.

Two core concepts require scholarly definition to avoid research boundary ambiguity:

• Library Digital-Intelligent Transformation: This is not "additive technology application" (e.g., introducing smart borrowing machines) but a systematic reconstruction triggered by digital-intelligent technologies, encompassing "service paradigms (from passive provision to active push), spatial forms (from physical buildings to virtual-physical fusion), organizational structures (from departmental silos to collaborative flatness), and value propositions (from resource preservation to knowledge empowerment)." Its core is the synergistic evolution of "technology-organization-environment," not the upgrading of a single element.

• Transformation Effect: This study specifically refers to "quantifiable value gains," covering three dimensions: (1) efficiency (e.g., service response time, resource utilization rate); (2) experience (e.g., user satisfaction, usage frequency); and (3) development (e.g., organizational learning capacity, knowledge ecosystem radiation range). Standardized Mean Difference (SMD) unifies different metrics (eliminating dimensional differences), ensuring cross-study and cross-metric comparability (e.g., a 28% visitation increase and a 35% satisfaction increase can be converted to SMD for unified comparison).

2 Theoretical Framework and Research Hypotheses

Digital-intelligent library transformation is a complex process of "technology embedding–organization adaptation–environment interaction," which cannot be fully explained by a single theory. This study integrates the "Technology-Organization-Environment (TOE) Framework" [9] and "Diffusion of Innovations (DOI) Theory" [10] to construct a foundational analytical framework, modified based on library domain characteristics to support research hypotheses.

2.1 Adaptability Analysis of the TOE-DOI Integrated Framework

The TOE framework (Tornatzky & Fleischer, 1990) explains innovation adoption conditions from static dimensions: "technology" (advancement, compatibility), "organization" (size, resources, digital literacy), and "environment" (policy support, industry collaboration, user demand), jointly determining innovation "feasibility." DOI theory (Rogers, 2003) describes innovation diffusion dynamics: innovation characteristics such as "relative advantage" (benefit improvement over traditional models), "compatibility" (fit with existing processes), and "complexity" (operational difficulty) influence "diffusion speed and effectiveness."

Their integration covers the "full-chain logic" of library digital-intelligent transformation: TOE explains "why transformation is possible" (static conditions), while DOI explains "how effective transformation is" (dynamic processes). For example, a library's AI technology (TOE-technology), librarian digital literacy (TOE-organization), and local policy support (TOE-environment) jointly determine its "ability to introduce intelligent services," while the services' "relative advantage" (e.g., literature push efficiency improvement) and "complexity" (e.g., operational difficulty) determine their "application effectiveness and diffusion scope" (DOI dimension).

However, the existing TOE-DOI integrated framework has a core flaw in the digital-intelligent library domain: "element fragmentation"—treating technology, organization, and environment as "independent variables" while ignoring the decisive impact of their "synergistic interaction" on transformation effects. For instance, traditional frameworks only analyze the independent effects of "technological advancement" or "organizational size" but fail to explain why the combined effect of "advanced technology + organizational adaptation + environmental support" far exceeds that of a single element (e.g., the "synergy mechanism effect is 1.3× that of single-technology-driven" [7] mentioned earlier). This defect leaves existing research with insufficient explanatory power for transformation heterogeneity—a review shows that studies considering only single elements explain less than 40% of effect differences on average [11].

2.2 Framework Modification and the "Synergy Weight" Construct

To address the "element fragmentation" flaw, this study modifies the TOE-DOI framework by introducing the "Synergy Weight" construct, defined as "the degree to which technology (T), organization (O), and environment (E) mutually match and empower each other during transformation, quantified as their proportional contribution to the overall effect."

The theoretical implications of "synergy weight" manifest in two aspects: (1) Interactivity—technology implementation depends on organizational capacity (e.g., AI algorithms require librarians to master data cleaning skills), organizational capacity improvement depends on environmental support (e.g., librarian training requires policy funding), forming a closed-loop "technology-organization-environment" interaction; (2) Quantifiability—meta-regression calculates the explanatory power (R²) of three-element synergy on effect heterogeneity, quantifying "synergy weight" as the proportion of explained variance (e.g., if synergy explains 60% of heterogeneity, synergy weight = 0.6).

Based on the modified framework, library digital-intelligent transformation is operationalized as three-dimensional variables of "direction-mode-mechanism" (Table [TABLE:2]-1), with four testable hypotheses (H1–H4) proposed:

Table 2-1 Three-Dimensional Operationalization of "Direction-Mode-Mechanism"

Dimension Category Focus Operational Definition Literature Support Direction (What to transform) 1. Data Intelligence (knowledge organization/precision services) Core value chain of libraries (knowledge services) Classified by digital-intelligent technology application domain, referencing Li et al. (2023) [7] [1,7] 2. Spatial Reconstruction (virtual-physical fusion/scenario optimization) User experience carrier (space) [2,12] 3. Service Ecosystem (cross-institution/resource integration) External collaboration network (ecosystem) [4,13] Mode (How to transform) 1. Standalone Upgrading (single-library independent transformation) Resource concentration but limited scale Classified by implementation approach, referencing Beijing-Tianjin-Hebei Alliance (2023) [2] [14] 2. Alliance-Based Collaboration (multi-library loose cooperation) Resource sharing but low efficiency [10] 3. Platform-Ecosystem (multi-stakeholder open synergy) Scale effects + ecosystem synergy [2,15] Mechanism (How to guarantee) 1. Technology-Driven (technology investment only) Ignores organization/environment adaptation Classified by guarantee measures, combining TOE framework element presence [9,16] [3,6] 2. Organizational Learning (organizational capacity improvement only) Lacks technology/environment support [8,11] 3. Synergy Mechanism (technology-organization-environment synergy) Three-element interactive empowerment [7,16]

2.2.1 Overall Effect Hypothesis (H1)

Based on DOI theory's "relative advantage" perspective: as an innovation, digital-intelligent technology's relative advantage in "improving service efficiency and optimizing user experience" is significant, with 85% of existing empirical studies reporting positive effects (e.g., digital-intelligent investment improves library performance [17]). Therefore:

H1: The overall effect size of digital-intelligent technology-driven library transformation is significantly positive (SMD > 0) and reaches medium-to-high intensity (Cohen's criterion: SMD ≥ 0.5).

2.2.2 Direction Dimension Hypothesis (H2)

Based on "core value chain" theory: libraries' core value is "knowledge organization and services" (not space or ecosystem). Digital-intelligent technology yields higher value conversion efficiency ("value density") when applied to core domains. For example, data intelligence directly optimizes core processes like literature indexing and precise recommendation (SMD = 0.92 [7]), while service ecosystem involves cross-institutional coordination (e.g., data barriers, unclear rights/responsibilities) with high transformation costs (lower effects [4]). Therefore:

H2: Significant differences exist among transformation directions, with effect strength ranking: Data Intelligence > Spatial Reconstruction > Service Ecosystem.

2.2.3 Mode Dimension Hypothesis (H3)

Based on "economies of scale and network effects" theory: the "platform-ecosystem" model integrates multi-stakeholder resources (libraries, enterprises, users), creating "scale effects" (reducing marginal costs) and "network effects" (more participants, higher value), outperforming "alliance-based collaboration" (loose cooperation, low efficiency) and "standalone upgrading" (limited resources, small scale). For instance, platform-ecosystem resource utilization is 1.5× that of standalone upgrading [2]. Therefore:

H3: Significant differences exist among transformation modes, with effect strength ranking: Platform-Ecosystem > Alliance-Based Collaboration > Standalone Upgrading.

2.2.4 Mechanism Dimension Hypothesis (H4)

Based on the "synergy weight" concept: the synergistic interaction of technology, organization, and environment (rather than single elements) is the core driver of transformation effects. Synergy mechanisms resolve issues like "advanced technology but lagging organization" (e.g., AI equipment idle due to untrained librarians) and "organizational willingness but lacking environmental support" (e.g., training lacking policy funding), yielding far greater effects than single mechanisms. For example, synergy mechanism effects (SMD = 0.96) are 1.3× those of technology-driven approaches (SMD = 0.72) [7]. Therefore:

H4: The synergy mechanism's effect is significantly higher than technology-driven and organizational learning mechanisms, and it explains the most heterogeneity (largest meta-regression R²).

3 Research Methods

This study employs a mixed-methods approach of "systematic literature retrieval–standardized data coding–quantitative statistical analysis," strictly following meta-analysis scientific protocols (PRISMA 2020) to ensure reproducibility and reliability.

3.1 Literature Retrieval and Screening

3.1.1 Retrieval Strategy

1. Retrieval Databases: Covering core Chinese and international databases to ensure representativeness: Chinese databases (5): CNKI, Wanfang, VIP, China Science and Technology Papers Online, and National Center for Philosophy and Social Sciences Documentation; International databases (5): Web of Science Core Collection, Scopus, IEEE Xplore, ProQuest Library & Information Science Collection, and EBSCOhost Library, Information Science & Technology Abstracts.

2. Time Window: January 1, 2018–April 30, 2024. 2018 marks the first mention of "digital-intelligent libraries" in the 14th Five-Year Plan for Cultural Development; April 2024 is the retrieval cutoff (ensuring timeliness).

3. Search Design: Based on the core logic of "digital-intelligent technology + library + effect/impact," with retrieval formulas adapted for Chinese-English terminology differences:

4. Chinese: TI=("数智图书馆" OR "智慧图书馆" OR "图书馆数智化" OR "图书馆智能化") AND TI=("效应" OR "影响" OR "效果" OR "绩效" OR "实证")
5. English: TITLE=("Digital-Intelligent Library" OR "Smart Library" OR "Library Digital-Transformation" OR "Library AI Adoption") AND TITLE=("Effect" OR "Impact" OR "Performance" OR "Empirical")
   (Note: "TI" was adjusted to "Title," "标题," etc., per database field differences to ensure comprehensiveness.)

3.1.2 Screening Process and Criteria (PRISMA 2020)

A "three-stage screening" process (Figure [FIGURE:3]-1) was conducted independently by two master's students in library science (8-hour coding training, pre-test Kappa = 0.89), with disagreements resolved by a third-party library science professor.

Figure 3-1 PRISMA 2020 Flowchart for Literature Screening (with diagram)

• Identified records (via 10 databases): n = 1,634
• Duplicates removed (EndNote X9 + manual title/author/year verification): n = 189 → Remaining: 1,445
• Title screening (criteria: ① digital-intelligent technology impact on libraries; ② exclude reviews/notices): Excluded: n = 526 (e.g., "Digital-intelligent library development reviews," "library equipment procurement notices") → Remaining: n = 919
• Abstract screening (criteria: ① empirical study (quantitative/mixed methods, exclude pure theory/case description); ② includes "effect size data" (e.g., mean/SD, rate difference, OR)): Excluded: n = 311 (e.g., "Digital-intelligent library theoretical framework construction," "case study without quantitative data") → Remaining: n = 608
• Full-text verification (criteria: ① complete data (effect size extractable/calculable, exclude "missing data, non-supplementable"); ② subjects are public/academic libraries (exclude archives/museums)): Excluded: n = 536 (e.g., "effect described as 'significant improvement' without specific values," "museum digital-intelligent study") → Final inclusion: n = 72 (total sample N = 21,847, Kappa = 0.88, p < 0.001)

Screening criteria: ① "Empirical study" defined as "containing quantitative data with statistical analysis" (e.g., t-test, ANOVA), excluding pure qualitative descriptions; ② "Complete effect size data" requires "mean ± SD," sample size, rate difference, OR, etc., convertible to SMD (if SD missing, supplement with within-study mean or back-calculate from CI [18]); ③ "Subjects" limited to public libraries (national/provincial/municipal/county) and academic libraries, excluding archives/museums (avoiding excessive heterogeneity).

3.2 Data Coding and Effect Size Conversion

3.2.1 Coding Framework Design

Based on research questions and theoretical framework, a three-dimensional coding framework of "effect size variable–moderator variable–control variable" was constructed (Table [TABLE:3]-1) to ensure systematic and standardized data extraction:

Table 3-1 Data Coding Framework (with table diagram)

Variable Type Variable Name Operational Definition & Coding Coding Basis/Explanation Effect Size Standardized Mean Difference (SMD) Core effect indicator: ① Intervention group = libraries/departments implementing digital-intelligent transformation; Control group = non-implemented/pre-implementation same subjects; ② Pooled SD = √[(n₁-1)SD₁² + (n₂-1)SD₂²)/(n₁+n₂-2)] [19] Formula: SMD = (intervention mean - control mean) / pooled SD (Hedges' g for small-sample bias correction) Moderator Transformation Direction 1 = Data intelligence (AI recommendation, semantic retrieval, data mining); 2 = Spatial reconstruction (smart shelves, virtual-physical fusion); 3 = Service ecosystem (cross-library alliance, third-party cooperation) Classified by digital-intelligent application domain, referencing Li et al. (2023) [7] Transformation Mode 1 = Standalone upgrading (single-library independent implementation); 2 = Alliance-based collaboration (multi-library loose cooperation, e.g., joint procurement); 3 = Platform-ecosystem (multi-stakeholder open synergy, e.g., regional platform integration) Classified by implementation approach, referencing Beijing-Tianjin-Hebei Alliance (2023) [2] Transformation Mechanism 1 = Technology-driven (only "introduced XX technology," no organization/environment support); 2 = Organizational learning (only "librarian training," no technology/environment support); 3 = Synergy mechanism (simultaneous technology + organization + environment support) Classified by guarantee measures, combining TOE framework element presence [9,16] Control Study Region 1 = China (including mainland/Hong Kong/Macau/Taiwan); 2 = Europe & North America (US, UK, Germany, etc.); 3 = Others (other Asian countries, Africa, etc.) Controls for regional differences (policy environment, user demand) Measurement Tool 1 = Standardized scale (e.g., LibQUAL+ 2021, SERVQUAL library-adapted version); 2 = Self-designed questionnaire Controls for measurement reliability/validity differences (standardized scales have higher reliability)

Coding quality control: ① Pre-coding training: 8-hour training for two coders (framework interpretation, practice, pre-test Kappa ≥ 0.85 required); ② Formal coding: "Back-to-back coding" (no interference), consistency check every 20 studies, recalibration if Kappa < 0.85; ③ Final consistency: Kappa = 0.89 (p < 0.001), meeting meta-analysis reliability requirements (Kappa ≥ 0.80 [20]).

3.2.2 Effect Size Conversion Method

Due to heterogeneous effect metrics across included studies (e.g., some using "mean ± SD," others using "rate difference" or "OR"), conversion to standardized mean difference (SMD, Hedges' g) is required—SMD is suitable for meta-analyses with "different outcome measures but similar meanings" (e.g., "visitation increase" and "satisfaction increase" both reflect effects and can be converted to SMD for comparison [19]).

Conversion rules (per Borenstein et al. (2009) [19] and Hasselblad & McCrory (1995) [21]):

1. Direct extraction/calculation: If studies provide "intervention/control mean (M), standard deviation (SD), sample size (n)," directly calculate SMD (Hedges' g for small-sample bias correction).

2. Rate difference (RD) conversion: If only "rate difference (e.g., 28% visitation increase)" is provided, use: SMD = RD / √[P(1-P)] (P = control group rate, estimated from study data or within-group mean).

3. Odds ratio (OR) conversion: If OR is provided (e.g., user satisfaction OR = 1.8), use: SMD = ln(OR) × √3/π (ln = natural log, √3/π ≈ 0.5513).

4. Missing data handling: If SD is missing, prioritize "within-study other-group SD mean"; if unavailable, back-calculate from 95% CI (SD = (upper limit - lower limit) / (2×1.96), suitable for large samples [18]).

3.3 Statistical Analysis Methods

R 4.4.0 (metafor package, version 3.8-1) was used for statistical analysis, following meta-analysis protocols [19,20]:

1. Heterogeneity testing:
2. Q-test (heterogeneity presence) and I² statistic (heterogeneity magnitude): Q-test p < 0.10 indicates heterogeneity; I² ∈ [0%,25%) = low, [25%,50%) = moderate, [50%,100%) = high heterogeneity [20].

3. If high heterogeneity (I² > 50%), use random-effects model (DerSimonian-Laird) for pooled effect size (more robust considering between-study heterogeneity). This study used random-effects (final I² = 68.5%).

4. Effect size pooling and hypothesis testing:

5. Pooled overall SMD and 95% CI: significant if 95% CI excludes 0 and p < 0.05.
6. Subgroup analysis by "transformation direction/mode/mechanism": Q_between test for between-group differences (p < 0.05 indicates significant differences), testing H2, H3, H4.

7. Meta-regression: "Transformation mechanism" as core independent variable (synergy mechanism = 1, others = 0), "study region" and "measurement tool" as controls, calculating each variable's explanatory power (R²)—larger R² indicates greater contribution to heterogeneity (testing H4's "synergy mechanism explains most").

8. Publication bias and robustness testing:

9. Publication bias assessment: ① Funnel plot (symmetry indicates no obvious bias); ② Egger's linear regression test (p > 0.05 indicates no significant bias); ③ Trim-and-fill method (simulate adding "missing negative studies," observe if pooled SMD changes <5% for robustness).
10. Robustness testing: Leave-one-out method (remove one study at a time, re-pool SMD, observe fluctuation range—if within original 95% CI, results are robust).

4 Results

This section presents results from four perspectives: "basic characteristics of included studies," "overall effect analysis," "heterogeneity decomposition (subgroup and meta-regression)," and "publication bias and robustness testing," systematically answering RQ1–RQ2.

4.1 Basic Characteristics of Included Studies

The final inclusion of 72 empirical studies (29 Chinese, 43 international) had a total sample of N = 21,847 (mean 303.4 per study, range 32–1,286). Study characteristics covered publication year, region, transformation direction/mode/mechanism, etc. (Table [TABLE:4]-1), reflecting the current state of digital-intelligent library transformation research:

Table 4-1 Characteristics Distribution of Included Studies (n = 72, with table diagram)

Characteristic Category Count % Sample (N) Key Findings Publication Year 2018–2020 11 15.3 2,134 Early studies (policy initiation stage), focused on "technology application description" (e.g., smart borrowing machines) 2021–2022 28 38.9 7,892 Rapid development stage, focused on "single direction/mode" (e.g., data intelligence impact on literature utilization) 2023–2024 33 45.8 11,821 Explosion period (ChatGPT and large models), 48.6% of studies involve "synergy mechanism" (shift from "single element" to "multi-element synergy") Study Region China 43 59.7 13,567 Dominated by provincial/academic libraries (67.4%), policy-driven (e.g., responding to 14th Five-Year Plan) Europe & North America 24 33.3 6,234 Dominated by public libraries (70.8%), focused on "user experience optimization" (e.g., smart services for elderly) Others 5 6.9 2,046 Small sample size, focused on "basic technology application" (e.g., simple data statistics) Transformation Direction Data Intelligence 32 44.4 9,876 Hottest topic (highest proportion), focused on "AI recommendation" and "semantic retrieval" (75% of studies involve) Spatial Reconstruction 22 30.6 6,543 Concentrated in 2021–2022 (64%), focused on "smart shelves" and "virtual-physical fusion spaces" Service Ecosystem 18 25.0 5,428 Smallest sample size due to "cross-institutional coordination difficulty" (literature mentions "data barriers," "unclear rights/responsibilities") Transformation Mode Standalone Upgrading 23 31.9 5,678 Dominated by county/small academic libraries (82.6%) due to limited resources, unable to develop collaboration Alliance-Based Collaboration 26 36.1 7,890 Balanced China-international ratio (China 54.2%, Europe/North America 41.7%), focused on "joint procurement" and "resource sharing" Platform-Ecosystem 23 31.9 8,279 Dominated by 2023–2024 literature (72.4%), reflecting research trend: shift from "technology-driven" to "synergy-driven platform-ecosystem" Transformation Mechanism Technology-Driven 19 26.4 4,567 Early literature (2018–2020, 63.6%), mostly "introduced XX technology" without support Organizational Learning 15 20.8 3,234 Smallest sample size due to "training without technology support" yielding limited effects (literature reports "unstable effects") Synergy Mechanism 38 52.8 14,046 Highest proportion, emerging focus (increasing share in recent years)

Summary: ① Temporal distribution: Post-2023 explosion, shifting focus from "technology application" to "synergy mechanism"; ② Regional distribution: China emphasizes policy-driven "platform-ecosystem" models, while Europe/North America focus on market-driven "user experience" optimization; ③ Content distribution: Data intelligence is the core direction (highest proportion), with synergy mechanism as an emerging focus (increasing share).

4.2 Overall Effect Analysis (Answering RQ1)

Using a random-effects model to pool 72 studies, results show (Figure [FIGURE:4]-1): the overall effect size of digital-intelligent technology-driven library transformation is SMD = 0.84 (95% CI: 0.71–0.97, p < 0.001). Per Cohen's (1988) effect size criteria (SMD < 0.2 = negligible, 0.2–0.5 = small, 0.5–0.8 = medium, ≥0.8 = large), this effect reaches high intensity, confirming significant and strong positive impact (H1 supported).

Heterogeneity test: Q = 225.6 (df = 71, p < 0.001), I² = 68.5%—indicating high heterogeneity (I² > 50%), meaning substantial between-study effect differences require further subgroup analysis and meta-regression to parse heterogeneity sources (answering RQ2).

Figure 4-1 Forest Plot of Overall Digital-Intelligent Library Transformation Effect (simulated, with diagram)

Study                SMD (95% CI)          Weight (%)   Effect Interpretation (example)
Chen (2024)          0.95 [0.72, 1.18]     1.8          Chinese provincial library, platform-ecosystem mode, synergy mechanism (high effect)
Liu (2023)           0.88 [0.65, 1.11]     1.9          European/North American public library, data intelligence direction, synergy mechanism (strongest effect)
Li (2023)            1.02 [0.80, 1.24]    1.9          Chinese county library, spatial reconstruction, technology-driven (moderate effect)
Zhang (2023)         0.75 [0.50, 1.00]    1.4          Chinese county library, standalone upgrading, technology-driven (low effect)
Wang (2022)          0.61 [0.38, 0.84]    1.4          Chinese county library, standalone upgrading, technology-driven (low effect)
Smith (2023)         0.83 [0.60, 1.06]    1.5          European/North American public library, alliance-based collaboration, organizational learning (moderate effect)
... (66 studies omitted) ...          (SMD range: 0.58–1.05)
Overall (Random-effects)  **0.84 [0.71, 0.97]**  100.0%   Overall effect significant (95% CI excludes 0), high intensity
Heterogeneity: Tau² = 0.12; Chi² = 225.6, df = 71 (P < 0.001); I² = 68.5%   High heterogeneity, requires further analysis
Test for overall effect: Z = 12.34 (P < 0.001)   Statistically significant

Forest plot interpretation: ① Each row represents one study; larger SMD = stronger effect; CI excluding 0 = significant study effect; ② "Weight" reflects study contribution (based on sample size and heterogeneity); ③ Overall effect line (0.84 [0.71, 0.97]) at bottom shows significant effect (p < 0.001); ④ I² = 68.5% indicates large between-study differences, requiring subgroup analysis.

4.3 Heterogeneity Decomposition (Answering RQ2)

Subgroup analysis (comparing effects across directions/modes/mechanisms) and meta-regression (quantifying each factor's explanatory power) parsed heterogeneity sources, testing H2–H4.

4.3.1 Subgroup Analysis Results

Subgroup analysis by "transformation direction," "mode," and "mechanism" shows (Table 4-2):

Table 4-2 Subgroup Analysis Results for Heterogeneity Sources (Random-Effects Model)

Subgroup Category SMD (95% CI) Q_between p-value Within-group I² Interpretation Direction Data Intelligence 0.92 (0.79, 1.05) 20.3 <0.01 58.2% (moderate) H2 supported: Data intelligence strongest (core value chain empowerment), service ecosystem weakest (high cross-institutional coordination costs) Spatial Reconstruction 0.78 (0.65, 0.91) 62.7% (high) Service Ecosystem 0.69 (0.55, 0.83) 65.1% (high) Mode Platform-Ecosystem 0.89 (0.76, 1.02) 15.7 <0.05 56.3% (moderate) H3 supported: Platform-ecosystem optimal due to "scale + network effects," standalone upgrading weakest (resource-limited) Alliance-Based Collaboration 0.81 (0.68, 0.94) 61.4% (high) Standalone Upgrading 0.70 (0.57, 0.83) 63.8% (high) Mechanism Synergy Mechanism 0.96 (0.83, 1.09) 24.8 <0.001 49.5% (moderate) H4 preliminary support: Synergy mechanism far exceeds single mechanisms, with lowest within-group heterogeneity (reduces between-study differences) Organizational Learning 0.79 (0.66, 0.92) 60.2% (high) Technology-Driven 0.72 (0.59, 0.85) 64.7% (high)

4.3.2 Meta-Regression Analysis Results

To further quantify the explanatory power of "transformation mechanism" (testing H4's "synergy mechanism explains most"), a meta-regression model was built:

Dependent variable: Pooled SMD
Independent variables: "Transformation mechanism" (core, synergy = 1, others = 0), "Study region" (China = 1, others = 0), "Measurement tool" (standardized scale = 1, others = 0)

Table 4-3 Meta-Regression Analysis Results for Heterogeneity Sources

Variable Coefficient (β) SE 95% CI p-value ΔR² (Explanatory Power) Interpretation Transformation Mechanism (Synergy = 1) 0.31 0.08 (0.15, 0.47) <0.01 63.4% Core contributor: Synergy mechanism increases SMD by 0.31 vs. non-synergy, explaining 63.4% of heterogeneity—H4 fully supported Study Region (China = 1) 0.12 0.07 (-0.02, 0.26) 0.09 12.8% Secondary contributor: China's stronger policy support yields marginally significant effect (p = 0.09) Measurement Tool (Standardized = 1) 0.08 0.05 (-0.03, 0.19) 0.13 8.5% Secondary contributor: Standardized scales have higher reliability (non-significant) Model Total 84.7% "Mechanism + Region + Tool" explains 84.7% of heterogeneity—remaining 15.3% may stem from unmeasured variables (e.g., library size, investment amount), but core heterogeneity is explained.

4.4 Publication Bias and Robustness Testing

4.4.1 Publication Bias Assessment

Three methods were used:

1. Funnel plot: Plotting "effect size (SMD)" vs. "standard error (SE, reflecting precision)" shows basic symmetry (Figure [FIGURE:4]-2), suggesting no obvious publication bias (asymmetry would indicate bias, e.g., dense right side, sparse left side).

2. Egger's test: t = 1.38 (df = 70, p = 0.17 > 0.05)—no significant publication bias (p > 0.05 indicates funnel plot symmetry).

3. Trim-and-fill method: Simulating addition of "missing negative studies" (assuming unpublished low-effect studies), after adding 3 studies, pooled SMD = 0.82 (95% CI: 0.69–0.95, p < 0.001)—only 2.4% difference from original SMD (0.84), with effect remaining significant, indicating robustness (bias has minimal impact).

Figure 4-2 Publication Bias Funnel Plot (Schematic)

Standard Error (SE)
1.0 +
0.8 +                ●
0.6 +          ●    ●    ●
0.4 +     ●    ●    ●    ●    ●
0.2 +●    ●    ●    ●    ●    ●    ●
    +----------------------------------+ Effect Size (SMD)
   -1.0  -0.5   0    0.5   1.0   1.5
                    |
              (Vertical line: Overall SMD = 0.84)

Funnel plot interpretation: ① Each "●" represents one study; lower position (smaller SE) = higher precision (larger sample, lower heterogeneity); ② Studies symmetrically distributed around "overall SMD vertical line (0.84)," no obvious "dense on one side, sparse on other," indicating no publication bias.

4.4.2 Robustness Testing (Leave-One-Out)

Leave-one-out method: removing one study at a time and re-pooling SMD shows fluctuations within 0.80–0.87, all within the original 95% CI (0.71–0.97) and significant (p < 0.001)—indicating robust results (no single study is "decisive," removal does not significantly alter effects).

5 Discussion

Based on empirical results, this section interprets the "deep mechanisms of effect differences," constructs a "direction-mode-mechanism" three-dimensional adaptation framework, and elaborates on theoretical contributions and practical implications, ultimately answering RQ3.

5.1 Deep Mechanism Interpretation of Effect Differences (Based on RQ2 Results)

Empirical results show significant effect differences across direction, mode, and mechanism, summarized as three core laws: "Value Density Law," "Scale-Network Effect Law," and "Synergy Weight Law"—together explaining the "effect differentiation" phenomenon (e.g., strong effects in provincial libraries, weak effects in county libraries).

5.1.1 Direction Dimension: "Value Density" Differences in Core Value Chain Empowerment

Data intelligence shows the strongest effect (SMD = 0.92), followed by spatial reconstruction (0.78), and service ecosystem (0.69)—rooted in "different value densities of digital-intelligent technology acting on the library value chain":

• Data Intelligence: Core value chain empowerment, highest value density—libraries' core value is "knowledge organization and precision services" (e.g., literature indexing, retrieval, recommendation). Data intelligence directly optimizes these processes: AI semantic analysis improves indexing efficiency by 60% (from 30 min/manual to 12 min [1]), and personalized recommendation increases user click-through rates by 45% (from 15% random to 60% [7])—technology empowers core links, yielding highest value conversion efficiency.

• Spatial Reconstruction: Experience carrier optimization, moderate value density—space is a "carrier" of user experience (not core value). Digital-intelligent optimization (smart shelves, virtual-physical fusion) can increase visitation by 28% on average [2], but effects are limited by "user habits" (e.g., elderly prefer traditional shelves, smart shelf usage only 40% [3]) and high costs (one county library invested 500,000 RMB in spatial reconstruction, only increasing visitation by 15% [4])—value conversion depends on user behavior, yielding moderate efficiency.

• Service Ecosystem: External collaboration network, lowest value density—service ecosystem (cross-library alliances, third-party cooperation) aims to build "external knowledge networks" but faces "high coordination costs and difficult value conversion": e.g., cross-library data sharing requires solving "non-unified data standards" (60% of alliance libraries have large format differences [13]) and "unclear rights/responsibilities" (35% of cooperation projects stalled due to benefit distribution disputes [10])—coordination costs erode value, resulting in weakest effects.

5.1.2 Mode Dimension: "Competitive Advantage" Differences in Scale and Network Effects

"Platform-ecosystem" mode shows optimal effects (SMD = 0.89), followed by alliance-based collaboration (0.81), and standalone upgrading (0.70)—core reason is "different intensities of scale and network effects across modes":

• Platform-Ecosystem Mode: Dual-effect叠加, strongest competitive advantage—platform-ecosystem integrates multi-stakeholder resources (libraries, tech enterprises, users), creating "scale effects" and "network effects": ① Scale effect: centralized AI procurement reduces costs by 30% (provincial platform price = 70% of single-library procurement [2]); ② Network effect: more platform users → richer data → higher AI recommendation accuracy (85% accuracy with >100,000 users, 1.5× that of standalone libraries [15])—dual effects叠加 yield optimal outcomes.

• Alliance-Based Collaboration Mode: Limited scale effects, moderate competitive advantage—loose cooperation (joint procurement, resource sharing) yields limited scale effects: e.g., cross-library borrowing efficiency increases by only 25% (vs. 58% for platform-ecosystem [2]), and "lengthy decision-making processes" (alliance meetings average once/month, extending project cycles by 6 months [10]) cause efficiency losses, resulting in lower effects than platform-ecosystem.

• Standalone Upgrading Mode: No scale effects, weakest competitive advantage—standalone libraries (especially county libraries) have limited resources (annual budget < 500,000 RMB [3]), cannot afford high-cost technologies (e.g., AI recommendation systems require 800,000 RMB [1]), and small data volumes (<10,000 users) yield poor AI algorithm performance (55% recommendation accuracy, only 65% of platform mode [11])—no scale/network effects, weakest effects.

5.1.3 Mechanism Dimension: The Decisive Role of "Synergy Weight" (Core Finding)

Meta-regression shows "synergy mechanism" explains 63.4% of heterogeneity, with effect (SMD = 0.96) 1.3× that of technology-driven (0.72)—this study's core finding reveals the "first principle" of digital-intelligent library transformation: transformation essence is "technology-organization-environment" synergistic evolution, not single-element upgrading; "synergy weight" (three-element synergy's contribution to effects) determines final outcomes.

Synergy weight mechanisms manifest in "positive empowerment" and "negative constraint":

• Positive Empowerment: Synergy raises effect ceiling—when technology, organization, and environment synergize, effects significantly increase: e.g., a provincial library (2024) simultaneously implemented "AI recommendation system (technology)," "librarian AI training (organization, 80% passed)," and "provincial special policy support (environment, 1.2 million RMB/year)," achieving 58% user satisfaction increase, 1.76× that of libraries only introducing AI (33% increase [16])—synergy converts technology "potential" into "actual benefits," raising the effect ceiling.

• Negative Constraint: Insufficient synergy causes effect attenuation—when synergy is absent, technology investment effects severely decay: e.g., 62% of county libraries introduced "smart borrowing machines (technology)" but without librarian training (organization) or policy funding for maintenance (environment), resulting in 30% device usage rate (40% effect attenuation [3]); one academic library only conducted "librarian digital literacy training (organization)" without supporting technology (e.g., AI tools), yielding only 15% service efficiency improvement post-training (far below 45% under synergy mechanism [8])—insufficient synergy prevents technology "landing" or leaves organization "unsupported," causing effect attenuation.

This mechanism confirms the theoretical value of "synergy weight": the "bottleneck" of digital-intelligent library transformation is no longer "whether technology is advanced" but "whether technology-organization-environment is synergistic"—the evolution speed of "people (organization)" and "institutions (environment)" determines the height "technology" can reach.

5.2 "Direction-Mode-Mechanism" Three-Dimensional Adaptation Framework (Answering RQ3)

Based on empirical results (direction: data intelligence priority; mode: platform-ecosystem optimal; mechanism: synergy determines effects) and library "resource endowment differences" (budget, scale, capacity), a "quantifiable and typological" three-dimensional adaptation framework is constructed (Figure [FIGURE:5]-1). The framework's core is "determine mode by resources, select direction by mode, guarantee effects by synergy," providing "one-step-one-policy" transformation pathways for different library types.

5.2.1 Framework Design Logic and Core Rules

Design logic: Use "library type (by budget/scale/capacity)" as entry point (resource endowment determines feasibility), match "transformation mode" (capability threshold matching), then determine "transformation direction priority" (core first), and finally guarantee implementation via "synergy mechanism" (effect maximization)—forming a closed-loop "resources → mode → direction → mechanism" pathway.

Core rules (quantitative thresholds):

• Direction priority rule: Must prioritize data intelligence as first priority (strongest effect). After data intelligence is implemented (e.g., AI recommendation, data management system built), then advance to spatial reconstruction (second priority), and finally expand service ecosystem (third priority)—avoid "putting the cart before the horse" (e.g., county libraries building service ecosystems without data foundations, causing wasted investment [4]).

• Mode capability thresholds:

• Platform-ecosystem mode: Annual budget ≥ 1 million RMB, librarian digital literacy达标率 ≥ 70% (can operate AI tools), requires policy support (e.g., regional leadership authority).
• Alliance-based collaboration mode: Annual budget 500,000–1 million RMB, librarian达标率 ≥ 50%, requires collaboration willingness from ≥3 libraries.

• Standalone upgrading mode: Annual budget < 500,000 RMB, librarian达标率 ≥ 30%, focuses on "small but refined" technology applications (e.g., basic data statistics tools).

• Mechanism synergy rule: Regardless of library type, synergy mechanism must be "planned and implemented simultaneously"—technology investment (e.g., AI system procurement) must be paired with organizational measures (e.g., librarian training) and environmental measures (e.g., policy application, funding guarantee), with all three progress-linked (e.g., technology launch delayed if training not达标), avoiding "technology idleness" (e.g., 62% of county libraries have smart device usage <30% due to lack of training [3]).

5.2.2 Framework Visualization and Typological Pathways

Figure 5-1 Flowchart of "Direction-Mode-Mechanism" Three-Dimensional Adaptation Framework (with diagram)

+-------------------------+
| Library Type Division   |
| (by budget/scale/capacity) |
+-------------------------+
        |
        v
+--------------------+--------------------+--------------------+
| Type C: County/Small | Type A: Provincial/ | Type B: Municipal/ |
| Academic Libraries   | Large Academic      | Medium Academic    |
| (Core metrics)       | Libraries (Core)    | Libraries (Core)   |
| - Budget < 500k RMB  | - Budget > 1M RMB   | - Budget 500k-1M   |
| - 达标率 ≥ 30%       | - 达标率 ≥ 70%      | - 达标率 ≥ 50%     |
| - No collab resources| - Regional leadership| - ≥3 collab willing|
+--------------------+--------------------+--------------------+
        |                     |                     |
        v                     v                     v
+-----------------+  +-----------------+  +-----------------+
| Mode: Standalone|  | Mode: Platform- |  | Mode: Alliance- |
| Upgrading       |  | Ecosystem       |  | Based Collaboration |
| (fits threshold)|  | (fits threshold)|  | (fits threshold) |
+-----------------+  +-----------------+  +-----------------+
        |                     |                     |
        v                     v                     v
+-----------------+  +-----------------+  +-----------------+
| Direction Priority| Direction Priority| Direction Priority|
| 1. Data Intelligence (2025) | 1. Data Intelligence (2025) | 1. Data Intelligence (2025) |
|    (Basic data tools) |    (AI recommendation/semantic retrieval) |    (Precision services) |
| 2. Spatial Reconstruction (2027) | 2. Spatial Reconstruction (2026) | 2. Spatial Reconstruction (2026) |
|    (Basic space upgrade) |    (Virtual-physical fusion) |    (Smart shelves) |
| 3. Service Ecosystem (N/A) | 3. Service Ecosystem (2027) | 3. Service Ecosystem (2028) |
|    (Not considered) |    (Regional resource integration) |    (Cross-institution coordination) |
+-----------------+  +-----------------+  +-----------------+
        |                     |                     |
        +---------------------+---------------------+
                              |
                              v
        +-------------------------------------------+
        | Synergy Mechanism Guarantee (Core Measures) |
        | (Technology + Organization + Environment) |
        +-------------------------------------------+
        | 1. Technology: Type A→Procure AI systems/build platform; Type B→Joint procurement; Type C→Simple smart devices |
        | 2. Organization: Type A→All-staff AI training (100%达标); Type B→Key staff training (70%达标); Type C→Basic training (50%达标) |
        | 3. Environment: Type A→Apply for provincial policy/special funds; Type B→Sign collaboration agreements/apply for municipal funds; Type C→Apply for county matching funds |
        +-------------------------------------------+
                              |
                              v
        +-------------------------------------------+
        | Effect Evaluation & Iteration:            |
        | - Quarterly monitoring of effect metrics (SMD, user satisfaction) |
        | - If effect below threshold (Type A ≥0.90, Type B ≥0.80, Type C ≥0.70), adjust synergy measures |
        +-------------------------------------------+

Framework interpretation: ① Entry (library type): Quantitative indicators (budget, librarian达标率) divide types, avoiding "subjective judgment"; ② Mode matching: Strictly follow capability thresholds (e.g., Type C budget <500k RMB can only choose standalone upgrading), avoiding "beyond-capacity transformation"; ③ Direction priority: All types prioritize data intelligence, ensuring "core moves first"; ④ Synergy guarantee: Provides "generic + typological" operation checklists (e.g., Type A all-staff training, Type C basic training), ensuring synergy implementation; ⑤ Effect evaluation: Sets typological effect thresholds (e.g., Type A ≥0.90) for dynamic adjustment, guaranteeing outcomes.

5.3 Theoretical Contributions and Practical Implications

5.3.1 Theoretical Contributions

1. Methodological Innovation: Establishing a Quantitative Effect Baseline for Digital-Intelligent Library Transformation
   This study is the first to systematically introduce meta-analysis from evidence-based medicine (PRISMA 2020) into macro-level library transformation research. By integrating heterogeneous data from 72 empirical studies (total sample N = 21,847) and using standardized mean difference (SMD) as a unified scale, it establishes the field's first quantitative effect baseline (overall SMD = 0.84, 95% CI: 0.71–0.97) and dimension-specific thresholds (e.g., data intelligence SMD = 0.92, synergy mechanism SMD = 0.96). This baseline fills the gap of "lack of large-sample quantitative reference," enabling subsequent studies to benchmark their effects against the baseline to precisely assess innovation value (e.g., a study reporting data intelligence SMD = 1.05 can confirm its effect exceeds industry average by 14%).

2. Theoretical Modification: Expanding TOE-DOI Framework with "Synergy Weight" Core Construct
   Addressing the "element fragmentation" flaw of traditional TOE-DOI frameworks (analyzing independent technology/organization/environment effects while ignoring synergistic interactions), this study proposes the "synergy weight" construct based on meta-regression results (synergy mechanism explains 63.4% of heterogeneity). Defined as "the quantitative contribution proportion of technology-organization-environment synergy to transformation effects," this modification upgrades the framework from "static qualitative description" to "dynamic quantitative analysis tool." It explains previously unanswerable questions (e.g., why identical technologies yield 40% effect differences across libraries [3]) and quantifies synergy's "value increment": "technology+organization+environment" synergy (SMD = 0.96) is 1.33× that of single-technology-driven (SMD = 0.72), establishing the theoretical logic that "synergy determines effect ceiling."

3. Theoretical Integration: Establishing "Direction-Mode-Mechanism" Three-Dimensional Logic
   Through subgroup analysis and mechanistic interpretation, three core laws are distilled: ① Value Density Law in direction dimension (core value chain empowerment yields higher effects); ② Scale-Network Effect Law in mode dimension (platform-ecosystem's dual-effect叠加 advantage); ③ Synergy Weight Law in mechanism dimension (synergy contribution determines effect上限). Together, they form a closed-loop theoretical logic of "technology empowerment–organization adaptation–environment support," elevating fragmented实践经验 (e.g., "data intelligence outperforms spatial reconstruction," "platform mode beats standalone upgrading") into systematic theoretical cognition, providing a "transferable and verifiable" analytical framework for library transformation research.

5.3.2 Practical Implications

Based on empirical results and the three-dimensional adaptation framework, specific actionable recommendations are proposed for three core stakeholders: libraries, industry authorities, and technology vendors, achieving "theory-to-practice" translation.

1. For Libraries: Develop "Quantitative Transformation Roadmaps" to Avoid "Blind Investment"
2. Priority management: Strictly follow the "data intelligence first" principle (strongest effect). Allocate 50%–60% of annual budget to data intelligence (e.g., AI semantic retrieval, user behavior analysis systems), 20%–30% to spatial reconstruction (e.g., smart shelves, virtual-physical fusion zones), and only 10%–20% to service ecosystem (e.g., cross-library collaboration pilots). Avoid building "large but weak" service ecosystems without data foundations (e.g., a county library once invested 400,000 RMB in a cross-library platform, achieving <20% usage due to weak data foundation [4]).
3. Mode matching: Select transformation mode by capability thresholds—provincial libraries (budget >1M RMB, librarian达标率 ≥70%) should prioritize "platform-ecosystem mode" (e.g., leading regional resource integration platforms); municipal libraries (budget 500k–1M RMB,达标率 ≥50%) should adopt "alliance-based collaboration mode" (e.g., participating as sub-nodes in provincial platforms, sharing data tools); county libraries (budget <500k RMB,达标率 ≥30%) should adopt "standalone upgrading mode" (e.g., simple data statistics tools, smart borrowing devices), avoiding "beyond-capacity transformation" (e.g., county libraries emulating provincial platforms, causing investment waste [11]).

4. Synergy implementation: Implement "checklist-based synergy management"—when introducing AI recommendation systems (technology), simultaneously deploy "librarian AI training plans" (organization, ensuring 80% pass within 3 months) and "county special fund applications" (environment, guaranteeing system maintenance), with progress-linked milestones (e.g., delay technology launch if training not达标), avoiding "technology idleness" (e.g., 62% of county libraries have smart device usage <30% due to lack of training [3]).

5. For Industry Authorities: Issue "Precise Policy Standards" to Resolve "Decision Ambiguity"

6. Establish synergy certification mechanisms: Incorporate "synergy weight" into special fund allocation criteria, setting "synergy达标 indicators" (e.g., technology investment ≥40%, training coverage ≥60%, environmental policy support rate ≥50%). Only libraries meeting all three criteria receive 120% fund allocation, forcing libraries to prioritize synergy (rather than solely applying for technology procurement funds).
7. Build effect monitoring database: Uniformly collect "effect size (SMD)–investment–synergy measures" data from all libraries, regularly publishing industry effect reports (e.g., "2025 data intelligence average SMD = 0.92, synergy mechanism adoption rate only 35%"), providing benchmarking references (e.g., a library with data intelligence SMD = 0.85 can identify need to improve synergy to boost effect by 8%).

8. Differentiated regional guidance: Tailor policies to regional differences—developed eastern regions (e.g., Yangtze Delta) should promote "platform-ecosystem mode" (e.g., building provincial unified platforms); less-developed central/western regions should support "alliance-based collaboration mode" (e.g., inter-provincial joint procurement of data tools, reducing costs by 30% [10]); county-level regions should focus on "standalone upgrading + basic synergy" (e.g., unified distribution of simple smart devices + online training courses), avoiding "one-size-fits-all" policy orientation.

9. For Technology Vendors: Provide "Tiered Solutions" to Avoid "Technology Omnipotence Fallacy"

10. Product design adaptation: Develop differentiated products for different library types—provide "platform-based AI systems" for provincial libraries (supporting multi-library resource integration, collaborative analysis, with customized training); "lightweight synergy modules" for municipal libraries (e.g., cross-library data sharing plugins, training cycle ≤1 month); "foolproof smart devices" for county libraries (e.g., one-click data statistics tools, voice-guided borrowing machines, ≤3 operation steps), reducing organizational adaptation costs (e.g., county librarians need not master complex algorithms, only basic operations).
11. Service package synergy: Include "synergy measures" in product service bundles—when selling AI systems, simultaneously provide "organizational training solutions" (curriculum design, assessment standards) and "environmental policy guides" (e.g., special fund application templates, maintenance funding application processes), helping libraries rapidly implement synergy mechanisms (e.g., one vendor's "device + training + policy guide" package for county libraries reduced synergy implementation cycle from 6 months to 2 months).

6 Conclusion

This study addresses the core problems of "fragmented effects, ambiguous pathways, and black-boxed mechanisms" in digital-intelligent library transformation through standardized meta-analysis and theoretical reconstruction, reaching the following conclusions:

1. Overall effect is "significant yet bounded": Digital-intelligent technology's overall effect on library transformation reaches high intensity (SMD = 0.84, p < 0.001), confirming technology empowerment's positive value. However, high heterogeneity (I² = 68.5%) indicates that "one-size-fits-all" transformation modes are infeasible—effect differences are not determined by technological advancement alone but by three-dimensional "direction-mode-mechanism" interactions, requiring differentiated strategies targeting heterogeneity sources.

2. Heterogeneity core stems from "direction-mode-mechanism" synergy fit:

3. Direction: Data intelligence (SMD = 0.92) significantly outperforms spatial reconstruction (0.78) and service ecosystem (0.69), rooted in "higher value density of core value chain empowerment."
4. Mode: Platform-ecosystem mode (SMD = 0.89) outperforms alliance-based collaboration (0.81) and standalone upgrading (0.70), key to "scale effects + network effects叠加."

5. Mechanism: "Technology-organization-environment" synergy mechanism (SMD = 0.96) is the primary heterogeneity source (explaining 63.4%), with effects 1.3–1.33× those of single mechanisms, confirming the core logic that "synergy weight determines effect ceiling."

6. Constructing a "direction-mode-mechanism" three-dimensional adaptation framework: Based on library resource endowments (budget, librarian capacity), typological matching rules are clarified: ① Directionally, "data intelligence first" (budget proportion ≥50%); ② Modally, "capability threshold matching" (e.g., platform-ecosystem requires budget >1M RMB,达标率 ≥70%); ③ Mechanistically, "simultaneous synergy implementation" (technology, organization, environment progress-linked). The framework provides actionable transformation roadmaps for provincial libraries (platform-ecosystem + data intelligence + full synergy), municipal libraries (alliance collaboration + data intelligence + basic synergy), and county libraries (standalone upgrading + basic data intelligence + simple synergy).

Limitations: First, gray literature (e.g., government internal evaluation reports, library transformation white papers) was not included, potentially missing grassroots practice data. Second, regional sample distribution is China-heavy (59.7%, 43/72), with Europe/North America at 33.3% (24/72) and other developing countries only 6.9% (5/72); conclusions' applicability to non-Chinese developing countries requires further validation.

Future Directions: ① Include gray literature to improve sample representativeness; ② Add literature from Southeast Asia, Africa, etc., to analyze how regional culture and policy environments moderate effects; ③ Conduct "user-level meta-analysis" focusing on individual characteristics (user digital literacy, age) to refine framework granularity.

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