Predictors of knowledge sharing behaviour on Sustainable Development Goals among library personnel in Nigeria

Abstract

The study was carried out to investigate the predictors of library personnel’s knowledge sharing behaviours and its implication for achieving sustainable development goals, using the theory of planned behaviour. Survey research design was adopted for the study whereby a structured questionnaire was used to elicit data from 100 registered library personnel in Anambra State, Nigeria. Total enumeration was adopted as the sampling technique to obtain the population sample. The study revealed that attitude, perceived behavioural control and subjective norm had a significant influence on knowledge sharing intention at P < 0.05. Also, knowledge sharing intention had a positive and significant influence on SDGs actualization. The study concluded that for library personnel to contribute greatly to the realization of Sustainable Development Goals, they must ensure effective knowledge sharing behaviour on Sustainable Development Goals-related information. Therefore, management of libraries should set up structures that foster knowledge sharing. Also, library personnel should develop themselves with the required skills and knowledge on Sustainable Development Goals, which will stimulate a high rate of knowledge sharing.

Knowledge sharing and the theory of planned behavior: a meta-analysis review

“…Conversely, organizational knowledge-rejecting norms might hinder KSB (Husted and Michailova, 2002). Although some studies have questioned the relationship between SN and KSI (Sihombing, 2011;So and Bolloju, 2010;Zhang and Ng, 2012;Ling et al, 2013), notable number of researchers have reported the significant positive relationship between both constructs (Ryu et al, 2003;Lin and Lee, 2004;Bock et al, 2005;Stenius et al, 2015;Mafabi et al, 2017;Igbinovia, 2018). Based on the mentioned findings, the following hypothesis is derived: H2.…”

African Libraries in Development: Perceptions and Possibilities

“…(156) Instead, Kabamba and others (e.g. Igbinovia, 2016;Igbinovia & Osuchukwu, 2018) suggest that libraries solicit the skills and means of library schools, library associations, and development organizations to overcome challenges of capacity. This solution, however, still requires that groups such as development organizations want to work with African libraries as partners.…”

Knowledge sharing practices among cataloguers in Nigeria's academic libraries

“…Yet, KM is still not adequately supported in academic libraries (Koenig and Scovetta, 2015). In light of this, several studies - Awodoyin et al (2016); Dey and Mukhopadhyay (2018); Daniel (2015); Borteye et al (2010); Igbinovia and Osuchukwu (2018); Akparabore (2013); Kumaresan and Swrooprani (2013); Ajegbomogun and Diyaolu (2018); Muchaonyera (2015); Onifade (2015); Parirokh et al, (2008); Aharony (2011); Lekay (2012); Chitumbo and Kanyengo (2017) using various constructs/models/paradigms/method of data collection focus on the importance of KS in libraries and seeking to identify the challenges to knowledge sharing to improve best practices.…”

“…At the organizational level, the findings from identified literature have shown that KS within a department or organization can be a function of its management and organizational culture. Library's management and culture have been identified as a factor that impedes KS (Burnette, 2017) in terms of lack of communication and social interaction between departments to foster networking (Mayekiso, 2013;Igbinovia and Osuchukwu, 2018); lack of well-defined models, policies, strategies, formal forums (in forms of meetings, seminars, workshops, etc.) to harness staff expertise (Muchaonyerwa, 2015;Mayekiso, 2013;Chitumbo and Kanyengo, 2017;Onifade, 2015;Bortoye et al, 2010;Lekay, 2012); lack of organizational and top management support in providing office layout that encourages sharing, availability of ICT infrastructure due to budget constraints (Muchaonyerwa, 2015;Kumaresan, 2010); lack of trust in organizations' management in terms of job security (Aharony, 2011;Biranvand et al, 2015;Burnette, 2017;Muchaonyerwa, 2015); staff turnover (Muchaonyerwa, 2015;Chitumbo and Kanyengo, 2017); no reward system, incentive or motivation to share (Lekay, 2012;Aharony, 2011;Igbinovia and Osuchukwu, 2018;Onifade, 2015;Kumaresan, 2010;Mayekiso, 2015); no mentoring practice or community of practice (Onifade, 2015).…”

“…At the individual level, identified barriers to KS include: lack of understanding on the nature and importance of KS, types and characteristics of knowledge (Burnette, 2017;Awodoyin et al, 2016); librarians attitude towards KS, intention and willingness to share (Mayekiso, 2013;Biranvand et al, 2015;Aharony, 2011) as some feel self-content and proud to share (Chitumbo and Kanyengo, 2017); some feel colleagues do not appreciate knowledge shared, so they refuse to share (Igbinovia and Osuchukwu, 2018); some feel not confident to speak and request for help, or refuse to admit inadequacies for fear of being looked down upon (Anna and Puspitari, 2013;Chitumbo and Kanyengo, 2017); some see KS as a waste of time (Mayekiso, 2013;Biranvand et al, 2015); inability to use ICT infrastructure (such as e-mails, databases, etc.) to share (Awodoyin et al, 2016); lack of trust between colleagues (Burnette, 2017;Muchaonyerwa, 2015;Biranvand et al, 2015;Aharony, 2011); lack of social networking/ communication skills Awodoyin et al (2016) sometimes as a result of problem with the language of communication (Akparobore, 2013) and different cultural backgrounds (Muchaonyerwa, 2015;Kumaresan and Swrooprani, 2013); working in silos rather than in teams (Mayekiso, 2013); feeling insecure to share as sometimes older and experienced librarians are more willing to share as they think their job is more secure than the younger librarians who think they are yet to prove themselves (Aharony, 2011), while some believe their expertise to be their trade secret that gave them a competitive advantage that the process of KS tends to exploit (Kumaresan, 2010;Muchaonyerwa, 2015)…”