knowledge management and librarianship

Knowledge is power

2006-11-29T13:05:00.000+10:30

The idea of "knowledge is power" is not new. Hence KM has highlighted it. 12 centuries ago, Ferdowsi, one of oldest Persian poets says: "One who has wisdom is powerful".

Corporate culture in libraries

2006-08-16T17:38:00.000+09:30

Library literature has started to apply business procedures for libraries to enhance their effectiveness and sustainability. I just came across with two interesting papers. One of them discusses the implications of e-commerce for marketing the library services and resources and another one discusses the corporate culture in libraries.
When the whole world is going to be involved in business why not libraries?
Applying best practices and procedures from other fields would help library and information professions from being EXTINCT in competition with other information suppliers.
Libraries are not for profit organizations but they have to prove their cooperation in return in investment. Following the way that for profit organizations attract customers to buy their products would help libraries to keep their patrons.

Report of actKM conference

2005-12-05T15:28:00.000+10:30

Six annual actKM conference 2005, held 26-27 October in Canberra, Australia. The conference theme was: managing knowledge for better performance. Participants were mainly from Australia. Over two session days the following topics were covered:
· Knowledge, productivity & performance – what does it all mean?
· Creating the knowledge environment for better organizational performance
· Knowledge, productivity & performance in teams
· Enabling individual knowledge worker productivity & performance – what works & what doesn’t
The conference was divided to 3 different sections: papers, workshops and research forum. The actKM Research Forum was held for the second time at this year's actKMAnnual Conference. Six doctoral candidates at various stages of thecandidacy, including one recent graduate, presented some very interestingpapers on their research topic and findings. I presented my paper at research forum. My topic was: “The implications of knowledge management for the library and information professions”. The research forum directors were tasked with selecting the best paper, They decided to award the prize jointly to:
Monica Kennedy, PhD Candidate, University of Canberra, ExploringExperiences of Learning and Knowing at Work: findings from a publicsector case study
Dr Michelle Mau, DBA Graduate, Southern Cross University, MappingInformation Flows in an Australian Public Sector

LIS professionals in actKM conference
For me as a student with the LIS background investigating the phenomenon of knowledge management in the LIS environment as my PhD project, the most interesting aspect of the conference was the great participation of librarians in the conference as speakers or participants. Mentioning all names is far that the scope of this short report. But two famous and influencing people from the LIS background were Nerida Hart and Patrik Lambe. Nerida Hart was member of conference committee team and ran 2 workshops with her colleagues entitled: “Australian Public Service KM community of practice” and “Why organizations don’t get best value from their knowledge and information resources: an emergent causal examination”. Nerida has worked in libraries since 1973. She is currently Director of the Knowledge and Information Services Section, Family and Community Services Library. Patrick Lambe and his colleagues presented a paper in the conference. Patrick Lambe is the Founder and Principal Consultant of Straits Knowledge, a Singapore-based research and consulting firm that focuses on how Asian organisations use their knowledge. He has a Master's degree in Information Studies from the University of London, and is currently Vice President of the Singapore Information and Knowledge Management Society. Patrick has worked in several academic and special libraries in the UK.

An experience to share with you

2005-07-15T16:41:00.000+09:30

I got only 5 more responses after sending a reminder email to mailing lists. So, it seems it if people want to participate, do it in the first invitation.

Some frequent cited sentences in knowledge management literature

2005-04-12T11:09:00.000+09:30

I intend to bring here some most frequent cited sentences in KM literature. You can suggest a sentence as well.

This is one of most frequent cited sentence which authors refer to in tacit knowledge:

[knowledge] "originates and is applied in the minds of the knowers. In organizations, it often becomes embeded not only in documents or repositories, but also in in the organizational routines, processes, practices and norms."
Reference:
Davenport, T.H. and Prusak, L. working knowledge, Harvard Business School Press, 1998.

"Tacit knowledge is personal, unarticulated knowledge, which is part of indivitual experience. Explicit knowledge is recorded, expressed in formal language and transmitted easily. The four which describe the conversion of tacit to explicit knowledge are socialization, externalization, combination and internalization.
Reference:
Nonaka, I. and Takeuchi, H. (1995). The knowledge creating company. Oxford University Press.

Library and information professionals' real engagement in knowledge management

2005-04-08T15:34:00.000+09:30

Except one study from Canada, I haven't come across with an evidence about real involvement in the KM by library and information professionals. It is a good research topic for those who are interested in this area.

Is knowledge leverage librarians' task?

2005-04-08T11:19:00.000+09:30

Although I am agree with most parts of .">Ferguson's paper it is hard to accept some other points. For example:

The more senior "knowledge-enabling" tasks...require a level of leverage that very few librarians enjoy, although many may aspire to it.Some include a strategic information management role that includes development of an organization's IT infrastructure...
or
Knowledge leverage needs to take place in parts of the organization never reached by librarians.
or
It seems to me, therefore, that many of the knowledge-enabling tasks are best effected by the Human Resources division in an organization. We are talking about significant evolutionary developments in organizational culture.

We should ask ourselves why librarians can't reach knowledge leverage?
If library and information professionals expand their skills are there better opportunities for them on knowledge management?
I think librarians should be part of a team for IT infrastructure because as Dorabjee (2004) states: IT staff tended to focused on the technical side, ignoring the more fundamental information management requirements.

Dorabjee, S 2004, 'The business of information: are information professionals risk-averse?' Business Information Review, vol. 21, no. 3, pp. 148-56.

Do library managers practice better knowledge management than any other type of managers?

2005-04-08T10:24:00.000+09:30

In his excellent paper, Ferguson, discusses some challenges I was thinking about. He shows some similarities between Information Management and Knowledge Management and suggests that it is better for library and information professionals to involve in KM from their IM skills and applying KM for their libraries rather than claiming to be their organization's knowledge manager.
Below is some extracts from his paper:

We should be asking whether the KM principles that some see as integral to librarianship are actually practiced in our libraries.
There is no empirical evidence to suggest that library managers practice better KM than any other type of manager.
Library managers whose ability to leverage the intellectual capital of their libraries leaves considerable 'room for improvement'

A comment on my thesis topic

2005-04-05T17:14:00.000+09:30

A librarian from the Middle-East Librarians Association (MELA), has given me a comment on my thesis topic. Following is what she/he has written:
"I've been a librarian for over 30 years and I've got an M.B.A. Business models are designed as methods to help organizations achieve the best bottom line. In other words, they are model that support competition and beating rival businesses. As we're seeing in the global economy, competition tends to end up with a few very large businesses eliminating the competition. Libraries work on a the basis of cooperation. No single library can own or provide everything, especially when services need to be delivered locally. It is essential for libraries to cooperate among themselves. The sustainable farming models would be a more suitable model for libraries, which need to adapt themselves to local conditions. Maybe you would be able to redefine a variant of those as a knowledge management system. Although, since you probably have to finish your dissertation along the lines you've started, that might be something you do later."

I think this is misunderestanding of knowledge management.
As far as I know, the KM purpose is acheiving the organization's goals. In business the goal is making more mony and competition. Non-profit organizations like libraries and governments have different goals and KM helps these kinds of organizations to reach their own aims.
As Dorabjee (2004) states: " These opportunities include saving resources and costs, working more efficiently, ensuring information expertise is deployed appropriately, turining competitors (both internal competitors: those in KM, IT, training and records management and external: publishers, deliverers of desktop e-content and other external information or service providers) into collaborators, and ultimately the opportunity to survive and thrive.

Source:
Dorabjee, S 2004, 'The business of information: are information professionals risk-averse?' Business Information Review, vol. 21, no. 3, pp. 148-56.

knowledge management real practice in libraries

2005-04-01T15:54:00.000+09:30

It is one year that I am working on knowledge management and LIS. I think I have read almost all resources about the relationships between KM and LIS. Almost all of papers in this area discuss some general ideas about the role of LIS professionals in knowledge management, skills needed to successfully engaged in KM, ect. I haven't come across with papers which discuss the implications of KM for libraries or case studies which describe the real KM practice in libraries. Except one paper which is about KM in reference services there is no resource (or at least I couldn't find) about detailed KM practice in libraries. LIS community should pay more attention to this area and promote real KM in libraries.

The implications of knowledge management for libraries and LIS professionals

2005-04-01T15:36:00.000+09:30

Above is my thesis topic. I want to find the implications of knowledge management for libraries and LIS professionals. With LIS professionals, I mean everybody within library sector (both library education and library services). I got a comment from one of famous LIS teachers that "LIS professionals is a reasonable interpretation for LIS when combined with education, but when linked with professionals (or community), is perhaps more often means Library and Information Services). I agree with her. Based on the definition of LIS in Wikipedia, it refers to study and research rather than services. But I mean both.

I think changing the topic to:"the implications of knowledge management for library and information professions" will include both libraries and all people within library area. I am looking forward to hear from you.

Knowledge management and information management

2005-02-21T13:32:00.000+10:30

Except some commentators who believe that KM is nothing more than information management (Wilson, 2002), there is a general agreement within the literature that information management is one of the most important component of knowledge management. The distinct difference between KM and IM is that the focus of KM is in not only external but also internal knowledge. People (both employee and customer) are very important in KM practice." in broad terms, KM shares IM's user perspective-a focus on valuse as a function of user satisfaction rather than the efficiency of the technology that houses and delivers the information" (Prusak, 2001). Grey (1998) made a distinction, that is, "working with objects (data or information) is information management and working with people is knowledge management."

How do you effectively share knowledge and expertise that's grown within an organization? That's never been part of what a librarian has been asked to look at. (Foy as quoted by DiMattia & Oder, 1997)

Forman sees KM as part of a shift in librarian consciousness: "if we remain in the 'we design and they will come and use' tradition of librarianship, we will fail. Everything has to be user-defined and librarians should build around that."(DiMattia & Oder, 1997)

The results of a study by Gu (2004) indicate that. after entering the 21st century, the development of KM research is much more remarkable than that of IM. KM has been leading IM in both publication productivity and academic population and tendency is overwhelmingly growing.

KM and LIS education

2005-02-21T12:51:00.000+10:30

The present LIS education doesn't provide students with today's skills needed. Piccoli says she thinks that library schools should do a better job of helping students understand that they do not work in a vaccum-their library's services must be tied directly to the corporate mission. (DiMattia & Oder, 1997)

KM's emergence

2005-02-21T12:31:00.000+10:30

KM has rooted from some different factors:

1. Downsizing: following downsizing, organizations came to recognize that they had lost years of valuable information and expertise and determined to protect themselves against a reoccurence.(DiMattia & Oder, 1997)

2. KM is a logical extension of the information society, an attempt to cope with the explosion of information and to capitalize on increased knowledge in the workplace.(DiMattia & Oder, 1997)

3. Globalization
4. Ubiquitous computing: access to information has expanded dramatically
5. The knowledge-centric view of the firm

(3,4 & 5: Prusak, 2001)

The role of libraries and librarians in KM

2005-02-21T12:09:00.000+10:30

The relationship between KM and LIS, has discussed in the literature from different point of views. Some writers consider the role of LIS professionals in KM process in their organizations. They argue that librarians should act as partner with other units of the organization on a KM team, play a valuable role in the process, and potentially rise in their company's KM hierarchy.(DiMattia & Oder, 1997)

Major topics of LIS and KM literature

2005-02-18T15:27:00.000+10:30

Almost every paper in KM and LIS field has started with a brief description of knowledge management and its origin and challenges: difference between data, information and knowledge; tacit and explicit knowledge; organizational culture and so on which are general in every KM paper.

The most topics regarding KM in relation with LIS are:

1. The similarities between library work and knowledge management
2. The difference of knowledge mangement and information management
3. The skills needed for librarians as knowledge workers
4. The role of LIS professionals in knowledge management
5. The barrieres in front of LIS professionals to successfully engaged in knowledge management
6. The role of knowledge management in leveraging the library efficiency
7. The implications of knowledge management for LIS education
8. The role of knowledge mangement in LIS job market
9. The role of knowledge mangement in leveraging the position of LIS professionals

Knowledge management in LIS literature

2005-02-18T14:41:00.000+10:30

I think the enterance of knowledge management to the LIS literature and considering KM as a ground for LIS professionals has been started with Broadbent's paper in 1997. This paper is a reference of almost every paper in this field. The fast growth of KM and LIS literature can be showed with analying LISA (Library and Information Science Abstract) records from 1997 till now. The records which contain "knowledge management" in their title are 38 in 1997 and 592 in 2004.

KM job advertisement

2004-12-01T09:59:00.000+10:30

Below there is a KM job ad. It lists awide range of job qualifications - with some things to consider as we move forward in planning our futureas knowledge managers.
EDUCATION, QUALIFICATIONS AND TRAINING:KEY COMPETENCIES AND SKILLS:

* Advanced degree in library and information science or relatedfield and 3+ years as a practicing information architect or 7+ yearsequivalent experience;
* Specialisation in law or substantive legal experience highly desirable;
* Ability to inspire and lead in a way that gets the best contribution from everyone involved in KM IA&T;
* Experience directing information architecture teams, including resource planning, performance assessment and feedback and creativedirection;
* Ability to work collaboratively within multinational teams,generate innovative ideas, prioritise complex tasks and work wellunderpressure;
* Demonstrated proficiency in project management, showing theability to prioritise and plan activities taking all factors such asdeadlines and resource requirements into account;
* Experience in writing information architecture documentation and working with designers, producers and software developers;
* Experience teaching fundamental information architecture principles and techniques;
* Excellent presentation, communication and interpersonal skills andproven ability to communicate complex processes at all levels;
* Experience in creating controlled vocabularies and the application of controlled vocabularies to content objects;
* Knowledge of and experience in interface design and usability testing;
* Experience working with document management systems, preferablyiManage;
* Experience with taxonomy management software, preferably Verity
Intelligent Classifier and Verity Collaborative Classifier;
* Knowledge of XML;
* Basic skills in use of MS Project and Visio for creating, tracking and reporting on project plans;
* Demonstrated proficiency in MS Windows 2000 operating system andMS Office software suite.
* Strong technical skills and a sound understanding of the application of IT to legal problems;
* Ability to prepare coherent budgets, proposals and plans and toensure that projects move to timely and successful completion;
* Sound experience within the professional services sector;
* A track record of creative and innovatory thinking;
* Strong persuasive and diplomatic skills, ability to presentfluently to lawyers and non-lawyers;
* Strong communication skills;
* Tenacity and enthusiasm.ATTITUDE
* Team player - reliable, flexible, and helpful.
* Excellent communication skills, and the ability to communicate at all levels.
* Positive approach and ability to remain calm under pressure.
* Ability to prioritise and use initiative.
* Good organisational skills.

LIS job market

2004-11-05T16:05:00.000+10:30

Although the LIS job market has been extended, it seems that LIS professionals haven't seized the new opportunities. The results of Breen (2002) shows that many of the jobs which were taken up by non-LIS graduates, were compatible with the skill-set of LIS graduates. What's the problem?I think one of the main problem has rooted from LIS education. It is not up to date and it is doesn't provide students with the required skills for the job market. Just have a look at following job advertisments:1. Job title: Information management officerExperience & Qualifications:Recognised information management qualificationHigh level of proficiency with computer-based information systems (including database and website) and word processing packages and their organisational application.Skills:Strong interpersonal skills and well developed oral and written communication skills.A keen interest in training on systems and proceduresSound research and investigative skillsExperience in data manipulation and analysis using computerised systemsStrong problem-solving, organisational and time management skillsAptitudeDemonstrated ability to work effectively as a team memberAbility to assimilate and work with information across the organisation’s programsAbility to liaise and work with staff from another programs as member of a team, or to work independentlyAbility to set priorities, meet deadlines and achieve specific objectives.2. Job title: Information Management Consultant:Seeking a Technical Consultant that possess a strong background in KNOWLEDGE MANAGEMENT and information managementsystems.The preference is for experience with DOCUMENT MANAGEMENT, ELECTRONIC RECORD keeping and library management systems.A sound ability to provide process mapping and workflow design is required.Further skills in requirements gathering and planning is necessary.The person must be sharp and be able to show initiatve to run with projects, coordinate activities and work closelywith others.DOCUMENTUM experience is highly regarded as are Tertiary qualifications.A background in a Consulting role or knowledge management role is preferred.3. Job title: Junior Database / Document Administrator-strong understanding of business processes and quality management-advanced user of Microsoft applications including Word, Excel, Access, PowerPoint and Visio-previous experience in the application administration of a database -document management-the ability to identify, investigate and analyse problems including bug fixing and troubleshooting-the ability to create and generate Crystal Reports -knowledge of Oracle, SQL and Access-act as liaison between the client and external service providers You will be a professional individual, with excellent communication and client facing skills as well as relevanttertiary qualifications.You will be proactive and be able to work independently, including working to strict deadlines.Any additional knowlege of Quality Management Systems will be highly regarded.--------------------------------------Breen, C. [et al]. (2002). "New information management opportunities in a changing world." Library Review 51(3/4): 127 (12p).

KM and librarianship: part 5

2004-11-05T16:03:00.000+10:30

Some commentatores believe that one of the main barriers for LIS professionals to engage in high level of knowledge management is their personal attributes rooted from their educational culture. Abell & Oxbrow (2001) state:" People in senior positions were not born with an innate understanding of their industry or organization. They acquired it throughout their career, jast as information professionals do-or do they? Is that the difference-that those reaching top management positions never saw any barriers to doing so? Their training as an accountant, engineer or HR professional didn't somehow set them apart from the business of their organization. They expected that there would be opportunities for them and they were ready to take them.How many information professionals set out with the same attitude, or are ready to look for opportunities to extend their experience and influence? How many expect that they could and should succeed at senior management level?"Also, librarian stereotype dosen't encourage employers to employ LIS professionals at high levels of management. As breen & Farragher (2002) state:"Few people, if asked to describe a librarian, would include the adjectives "risk-taking" or "ambitious". Neither are librarians perceived as being "creative".--------------------------------------------------
Abell, A. and N. Oxbrow (2001). Competing with knowledge: The information professionals in the knowledge management age. London, Library Association Publishing.
Breen, C., A. Farragher, et al. (2002). "New information management opportunities in a changing world." Library Review 51(3/4): 127 (12p).

KM and LIS: part4

2004-09-22T10:00:00.000+09:30

It seems that knowledge management has extended the LIS job market to the outside of traditional libraries and information services units. Although the level of LIS professionals involvement in the KM programs may varies.Facing with the phenomenon of information overload in companies and organizations, LIS professionals are increasingly needed to managing the huge volume of information and to providing people with the high-quality information. Indeed, information management is the heart of every KM programs.Ajiferuke (2003), has conducted the empirical research understanding the role of information professionals in KM programs in Canada. The result of his research shows that:Many of information professionals involved in the programs areplaying key roles, such as the design of the information architecture, development of taxonomy, or content management of the organization’s intranet. Others play lesser roles, such as providing informationfor the intranet, gathering competitive intelligence, or providing research services as requested by the knowledge management team.While these results make us happy, there are other researchs which show different results. I will write about them later.
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Ajiferuke, I 2003, 'Role of information professionals in knowledge management programs: Empirical evidence from Canada', Informing Science Journal, no. 6, pp. 247-57.

KM and LIS: part3

2004-09-22T09:57:00.000+09:30

There is a general acknowledgement within the literature that although LIS professionals have excellent information management skills in order to be significant players in knowledge management they need to gain additional skills and overcome a number of obstacles. Some of these obstacles arise from their personal behavior and some from an inappropriate type of education. Abell & Oxbrow (2001) state that from the employers' point of view the specific obstacles are as follows:
lack of business knowledge
lack of understanding of the interplay between information and organizational objectives
poor team and leadership skills
lack of management skills
Another general criticism of LIS professionals is that they are reluctant to change or slow to do so even when the need to do so is apparent. So, they fail to seize the opportunities.
To successfully engage in knowledge management, LIS professionals must have a holistic view and go beyond the narrow scope of their profession.
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Abell, A & Oxbrow, N (2001), Competing with knowledge: the information professionals in the knowledge management age, Library Association Publishing, London.

KM and LIS: part2

2004-09-22T09:55:00.000+09:30

LIS professionals are not in unanimity about knowledge management. Some commentators argue that knowledge management is nothing more than information management (Wilson 2002) or that it is no different from what librarians have done for years (Koenig 1997). Nevertheless, there is a general acknowledgement within the literature that LIS professionals have excellent information management skills in order to be significant players in knowledge management. Abell & Oxbrow state that:“A knowledge management environment needs excellent information management (IM). Although IM is not KM, knowledge is communicated through information, and the management of information creation, flow, storage and destruction is essential if individuals and groups are to share and build knowledge. The skills that facilitate the building of infostructures-the combination of information architecture, content management and information technology that enables individuals to access the right, reliable information at the right time, prevents information overload, and supports push-and-pull information delivery-are increasingly valued and sought by organizations. There are no doubt that the information profession has the theoretical basis and practical skills to provide this essential element of KM. (Abell and Oxbrow 2001)”
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Wilson, Tom (2002) 'The nonsence of knowledge management', Information Research, 8(1).Koenig, MED (1996), 'Intelectual capital and knowledge management', IFLA Journal, 22(4), pp. 299-301.Abell, A & Oxbrow, N. (2001), Competing with knowledge: The information professionals in the knowledge management age, London: Library Association Publishing.

Implications for management development

2004-09-17T13:03:00.000+09:30

Cullen (2004) in his article discuss implications for management development in a library and information service context. His article is based on a research of Irish LIS labour market.

Findings of the research shows that the most specific management skills which were sought by employers are:

Administrative/organisational skills
Staff management/Supervision
Leadership
Analytical skills/judgement
Project management
Staff training and development
Management skills (general)
Problem solving

Education for knowledge management

2004-09-02T12:28:00.000+09:30

The results of a research by Chaudhry & Higgins (2001) shows:

1. KM courses are mainly offered at the graduate level.
2. These KM courses are from the areas of business, computing, and information.
3. The highest number of KM courses is part of the master's degree in information systems or studies.
4. Information systems and studies departments focused more on knowledge repositories and developing and managing contents.
5. Contents of KM courses in information schools show a slant towards information organization and management, emphasizing on information needs, resource selection, and information search and retrieval.

Conclusions:
Information studies programs with ambitions of introducing a knowledge management specialty ought to add additional courses on knowledge organization, KM enabling technologies and knowledge-based organization, in addition to the introductory course on knowledge management covering basic topics of knowledge concepts, technologies, processes and strategies.

knowledge management and librarianship: Part 1

2004-08-09T15:02:00.000+09:30

Knowledge management has created new ground in the field of library and information science. It has also created new roles and responsibilities for LIS professionals. I would like to discuss the phenomenon of knowledge management-KM- from the LIS perspective and I hope you find it useful.

Knowledge management has been prominent in a range of literature from the late 1990s. A primary characteristic of knowledge management is the representation of a range of business and academic disciplines including: human resource management, information management, information technology, sociology, organizational learning and strategic planning. As a consequence there is an extensive and diffuse literature on knowledge management reflecting differing perspectives and competing claims for ownership of the area.

Reviewing the LIS literature reveals that the importance of knowledge management has been realized by many LIS professionals. An online search of LISA for titles that include "knowledge management" produced 530 records. Knowledge management has also featured as a topic at many LIS conferences. A growing number of LIS schools now offer master degrees in knowledge management. (e.g. Dominican, Emporia, Oklahama, Loughborough, London Metropolitan university) or feature the subject as a component of either masters or undergraduate degrees.