Managing Knowledge in Academic Libraries Are we? Should we?

Daland, Hilde Terese

doi:10.18352/lq.10154

Cited by 19 publications

(10 citation statements)

References 16 publications

(8 reference statements)

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“…As Daland (2016) suggests, libraries need to shift from purveyors of information to managers of knowledge, both personal and organizational. Effective incorporation of KM strategies, such as knowing what knowledge exists and how it is flows within the organization.…”

Section: Discussionmentioning

confidence: 99%

“…Within a CoP, members coalesce around a common interest and "share information and ideas, discuss common issues, produce tools and documents, and develop personal relationships" (Kim, 2015, p. 47). A culture of sharing and trust is often inherent in CoPs, and they facilitate the transformation of TK into explicit form (Daland, 2016;Kim, 2015). Mentoring is also garnering increasing recognition as a highly effective tool for knowledge exchange that can benefit both mentee and mentor (Agarwal and Islam, 2014;Bello and Mansor, 2013).…”

Section: Tacit Knowledge Capturementioning

confidence: 99%

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Tacit knowledge sharing among library colleagues: a pilot study

Burnette

2017

RSR

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Purpose This study aims to explore the nature of tacit knowledge (TK) sharing among library colleagues, with a focus on the characteristics of TK and contextual factors such as organizational culture or the mentor/mentee relationship. Design/methodology/approach Using a critical incident approach, participants self-selected based on pre-established criteria to report knowledge sharing incidents between colleagues at either an in-person or virtual reference desk. Subsequent semi-structured interviews were transcribed from recordings and coded for thematic elements. Findings Three thematic areas emerged. First are the influence of organizational culture and the importance of trust on knowledge sharing behavior. Second, the value of teamwork and the significance of mentor/mentee roles surface as significant drivers of TK exchange. Last but not least is a better understanding of the nature of TK, as it relates to types of knowledge and characterizations of experience and expertise. Research limitations/implications The relatively small sample size nevertheless revealed some important findings that contribute to the understanding of the role of TK sharing in libraries. Originality/value The value of knowledge sharing in libraries is not well understood. This study demonstrates the value on several levels, including the influence of culture and trust, and the power of mentoring to harness TK held by experts. The proposed Tacit Knowledge Alignment Framework contributes to the understanding of the nature of TK in libraries. These findings begin to fill a research gap by furthering our understanding of TK and informing future retention efforts that are lacking in many libraries.

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Section: Discussionmentioning

confidence: 99%

Section: Tacit Knowledge Capturementioning

confidence: 99%

Tacit knowledge sharing among library colleagues: a pilot study

Burnette

2017

RSR

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“…Knowledge management is not used as such in academic libraries, though several studies indicate that this could be a fruitful approach (Daland, 2016; Islam et al, 2014;Townley, 2001). KM is useful to map out existing knowledge and where there are gaps in order to inform strategic planning.…”

Section: Discussionmentioning

confidence: 99%

The need to grow, learn and develop – how does management affect motivation for professional development?

Johannessen

2018

LIBER

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This article argues that knowledge management and social recognition is important for organisational learning and professional self-esteem in academic libraries. An anonymous survey was issued in 2016 to investigate how library staff's self-esteem is affected by how they experience their management's view and overview of their knowledge. The need for what Axel Honneth refers to as social recognition will also be discussed as an important part of how professional self-esteem and work satisfaction is experienced and further how this affects motivation to participate in professional development.

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“…In these social interactions, members can "share information, ideas, discuss common issues and develop personal relationships" (Kim, 2015: p. 47). Organizations that promote cultures of sharing and trust facilitate transformation of tacit knowledge into explicit forms (Daland, 2016;Kim, 2015).…”

Section: Willingness To Share Tacit Knowledgementioning

confidence: 99%

Managing Peer-to-Peer Cooperation Using Knowledge-Based Trust and Encouraging the Willingness to Share Tacit Knowledge

Fuller¹

2021

OJBM

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Despite leaders' investment in knowledge management practices, 76% of U.S. employees are hesitant to share tacit knowledge with co-workers. Researchers have suggested that willingness to share hinders the tacit knowledge transfer process. Employees become unwilling to share tacit knowledge with others due to cooperation and competition. The aim of this research is to understand the role of peer-to-peer cooperation on willingness to share tacit knowledge (WSTK). A total of 250 U.S. employees were sampled to measure knowledge-based trust (KBT) on WSTK. Pearson correlation and linear regression were used to investigate KBT and WSTK. Results indicated that KBT significantly predicted WSTK. Employee age and same-gender interactions did not influence the KBT-WSTK relationship. It was concluded that leaders and managers who promote KBT relationships are likely to encourage WSTK and create advantages over competitors.

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Managing Knowledge in Academic Libraries Are we? Should we?

Cited by 19 publications

References 16 publications

Tacit knowledge sharing among library colleagues: a pilot study

Tacit knowledge sharing among library colleagues: a pilot study

The need to grow, learn and develop – how does management affect motivation for professional development?

Managing Peer-to-Peer Cooperation Using Knowledge-Based Trust and Encouraging the Willingness to Share Tacit Knowledge

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