Role of Academic Libraries in Knowledge Management in Universities

Academic libraries, and all other types of libraries, have been, will be, are, and will always be in the business of knowledge management. How academic libraries, and all types of libraries, manage knowledge is the subject of this post.

Knowledge can be broadly be classified into two major groups: Tacit and Explicit.  Tacit knowledge is personal knowledge. Explicit knowledge is documented knowledge.

My simple definition of knowledge is total sum of all things you know as a person, and all things known universally. Your experiences, skills you have acquired, and information that has been captured in any accessible format that can be utilized in varies way, is knowledge.

An academic library exists to serve the mission, vision, goals, and objectives of the parent organization, in this case the university.  The library does this by establishing the knowledge needs of the university.  These needs are defined by all activities conducted, and services offered by the university, which will include teaching and research, among others.  

The first role the library carries out in managing knowledge in the university is by conducting knowledge needs assessment.  The main goal of this assessment is to establish the type of knowledge the university requires to achieve its mission, vision, goals, and objectives.

Once the library has known the nature of knowledge required by the university, the library performs the second role of ascertaining the relevant sources of the knowledge.  The sources of knowledge would range from print materials, non-print materials to knowledge workers within and without the university.

Another role an academic library performs in KM in a university is acquisition of the knowledge sources identified. This specifically is geared towards explicit knowledge.  However, tacit knowledge source, taken to mean the knowledge worker, is recruited in conjunction with the human resource department. This will be specific to the library department, in accordance to its human resource needs.

Organization of the knowledge sources is yet an additional   role the library carries out in KM in a university. The organization is meant to enable easy accessibility of the knowledge sources.

Dissemination or sharing or diffusion of the knowledge is one more task the library executes in KM in a university setting. This is done through manual catalogue, on line public access catalogue, and social media.

KNOWLEDGE MANAGEMENT IN PRACTICE

Driving force in organisations is knowledge. The existence and survival of organisations is depended on knowledge. New Services and product development are central to growth, development and survival of organisations. The raw material for evolution of new products or services is knowledge. In place could be a well orchestrated KM strategy or an ad hoc one, but KM is always there. However, it is prudent, cost effective and profitable to a have KM unit in the organisation. This can expedite the process of developing new services or products, recoup the cost of production fast, consequently realising profits sooner. In practice, KM starts with knowing what business you are in. Why your organisation is in existence. Where you are today and where do you want to be tomorrow. Also important, is establishing who your customers are: internal customers, external customers, present and potential customers. Besides, other stakeholders. To accomplish your goals and objectives right information is perquisite. Same applies in overcoming obstacles, and solving problems in your organisation.

Knowledge Needs Assessment
To set the ball rolling, find out what knowledge is required. What knowledge does your organisation always use in delivering its services or products? What challenges is your organisation facing, and what knowledge is required to provide a solution.  
Knowledge Sources
Once knowledge needs are established, then figure out how and where to get the knowledge. Knowledge containers exist in abundance. Evaluate and narrow down to those sources that provide the right knowledge suitable to your organisation’s knowledge needs. Start at home, that is, knowledge already existing in the organisation. It is there, in files, databases, books, documents, and in employees’ heads. If it is not within the organisation acquire it. If in employees’ heads capture and harness it.  
Knowledge Storage and Organisation

Organise and store the knowledge. Appraise all the knowledge in your organisation. Retain or capture or acquire the most valuable knowledge. Depending on the knowledge reservoir, decided on where it is to be stored. Knowledge can be stored in computers, libraries, record centres, resource/ information centres or archives. A simple straight forward system should be used to organise the knowledge, to afford easy accessibility. Libraries and archives have been in business of organising knowledge for centuries, and they have the advantage of time tested and workable knowledge organisation schemes.

 Knowledge Dissemination 

Publicise your knowledge. Let the employees know what knowledge exists in the organisation, 

where it is stored and how they can access it. For tacit knowledge,’ yellow pages’ will do. 

 Knowledge Management in Practice 

KNOWLEDGE ECONOMY.

Knowledge economy is the economy ‘encompassing the exploitation and use of knowledge, in all production and service activities, not just those sometimes classified as high-tech or knowledge intensive. [And] one in which the generation and exploitation of knowledge play the predominant part in the creation of wealth’ (United Kingdom Department of Trade and Industry as cited by Houghton & Sheehan 2000: 1; Rikowski 2000; Ernst & Young 2006).

The terms ‘information economy’ and ‘knowledge economy’ are usually used interchangeably. According to Cogburn & Adeya (1999) information economy refers to the economic contributions of a limited number of industries" while the knowledge economy could be seen as including "the entire industrial fabric of the economy.” And they prefer to use both terms as nearly synonymous. However like Verzola (2006) they favor the term information economy since it is information that is being transferred or exchanged. And they define information economy as ‘global economic structure, wherein the production of information goods and services dominates wealth and job creation, and is underpinned by the use of information and communications technologies (ICTs) and a global information infrastructure’

The term knowledge economy is attributed to Machlup who used terms “knowledge economy” or “knowledge industries” or “knowledge-based industries” in 1962, after he established that by 1959, ‘knowledge-producing occupations had surpassed the other occupations in terms of numbers’. Most authors were referring to this period as ‘post-industrial’ economy. (Verzola 2006).

To shed more light on terms knowledge economy and information economy I would like to introduce two other related terms: knowledge society and information society. Lor& Britz (2007) point out that these terms are used interchangeably to describe a society in which:
• Knowledge is the most vital factor of production.
• A culture of knowledge production with emphasis on higher education
• Use of Information Communication Technologies (ICTs).
The authors distinguish information society from knowledge society in terms of :
Information society to Knowledge society
Information&communication technologies to Knowledge technologies(e.g.collaborative software
Collection to Production
Dissemination to Analysis, evaluation
Packages to Content
Measurement to Judgement
Facts to Texts
Outputs to Outcomes
Quantity to Quality
Reliability to Validity
Accuracy to Truth, trust

So to them knowledge is weightier and well organized than information and they define knowledge society as ‘a society that operates within the paradigm of the economics of information. Human capital is valued as the highest asset and is seen as the prime input to production and innovation. The creation of knowledge (content) is a unique feature of a knowledge society. As such, a knowledge society is underpinned by a well developed information as well as physical infrastructure allowing participation in the different socio-economic and political activities’.

Knowledge is mostly categorized into explicit- formal, codified, structured, and Tacit- knowledge gained from experience, rather than that instilled by formal education and training. In addition to Know-what- knowledge about facts, this type is losing its relevance. Know-why - knowledge about the natural world, society, and the human mind. Know-who refers to the world of social relations and is knowledge of who knows what and who can do what. Knowing key people is sometimes more important to innovation than knowing scientific principles. Know-where and know-when are becoming increasingly important in a flexible and dynamic economy. Know-how refers to skills, the ability to do things on a practical level. (Ernst & Young 2006).

The New growth theory by Paul Romer is a shift from the neo-classical model and sees technology and knowledge as an intrinsic part of the economy. Going by this theory:
Knowledge is basic form of capital New technological breakthrough, though random, forms a platform for further innovations.Technology rise return on investment.Investments can make technology more valuable (Ernst & Young 2006).

I prefer the term knowledge economy to information economy because in knowledge economy, knowledge is the main factor of production, and is embedded in the products and services. Despite the fact that what is being traded for is literally information, but in actual sense it is the skills, the know-how, entrenched in these products and services.

References
Cogburn, DL & Adeya, CN. 1999. Globalization and the Information Economy:
Challenges and Opportunities for Africa. http://www.unu.edu/africa/papers/cogburn-adeya.pdf (Accessed 16 March 2012).

Ernst & Young. 2006. The Knowledge Economy
www.med.govt.nz/.../MultipageDocumentPage____17263.aspx
(Accessed 16 March 2012)

Houghton, John. 2009. What Happens When a Knowledge Economy Turns Down?
www.allbusiness.com/economy...news/12375735-1.html (Accessed 16 March 2012)

Lor, PJ & Britzls, JJ. 2007. A knowledge society possible without freedom of access to
information? Journal of Information Science, 33(4): 387 –397.

Rikowski,R. 2000. The knowledge economy is here – but where are the information
professionals? Business Information Review, 17(3):157-167.

Verzola, R. 2006. vecam.org/article724.htm. (Accessed 16 March 2012)

Knowledge retention for business continuity

A change of guard in some organisations heralds changes in heads of departments, processes and systems. To stamp his/her authority, and set up his/her own inner circle, the incoming CEO Overhauls the entire system. This, however, may have disastrous consequences. For the sake of continuity and smooth running of the organisation, it is better to retain heads of departments, systems and processes. Changes should be made gradually, for smooth transition and running of the organisation.
How can knowledge retention help in business continuity when there is a change in top management in an organisation? But first what is knowledge retention? Kim (2005) defines knowledge retention ‘as the capture of knowledge/expertise from employees before they leave an organization’. Newman and Conrad (1999) define knowledge retention as ‘all activities that preserve knowledge and allow it to remain in the system once introduced. It also includes those activities that maintain the viability of knowledge within the system’.
Basing on above definition knowledge retention is concerned with curtailing knowledge loss that may transpire following an exit of a knowledge worker or expert from an organization. Before I attempt to define knowledge retention I would like to define the terms retain and retention. Merriam-Webster online dictionary defines retain as:
‘1 a: to keep in possession or use b: to keep in one's pay or service; specifically: to employ by paying a retainer c: to keep in mind or memory: remember
2: to hold secure or intact’
And retention as ‘1 a: the act of retaining: the state of being retained b: abnormal retaining of a fluid or secretion in a body cavity
2 a: power of retaining: retentiveness b: an ability to retain things in mind; specifically: a preservation of the after effects of experience and learning that makes recall or recognition possible
3: something retained’
Retention is the acting of retaining. To retain, taking Merriam-Webster first meaning, is to keep in possession or use. Knowledge retention can then be defined as the acting or process of keeping in possession and use of knowledge.

Knowledge retention literature focuses mostly on capturing knowledge of workers leaving employment due to retirement, moving to another organisation, among other reasons. Knowledge retention should go further than ensuring the possession of the knowledge of the worker who is leaving to warranting the continued use of the knowledge.
An outgoing CEO will leave behind systems and process, which embodies knowledge. An incoming CEO might not like the systems and process left by his/ her predecessor, but prior to making any quick changes; the CEO should study the systems and process to establish their merits.
Systems, processes and employees are organisation’s knowledge base. It takes years to assemble this knowledge base. The knowledge of the outgoing CEO is captured in systems, processes and employees he/she is leaving behind. A smooth transition is assured by continued observation by the incoming boss of these processes and systems, and retaining head of departments in their position for a time or in definitely.
The maintaining of status quo by the incoming boss guarantees business continuity. An abrupt change in processes or systems or managers can disrupt the running of the organisation. Knowledge retention is more than capturing knowledge of leaving workers. It should also include the use of knowledge base left behind by the employees when they leave. Treated this way knowledge retention ensures business continuity.
References
Kim, MJ. 2005. Knowledge Retention Enhances Performance-Based Management. http://www.dcma.mil/communicator/fall05/4_business_processes/DCMA_Comm_v05n03_pp49-51.pdf. (Accessed on 26 January 2012)

Newman & Conrad, KW. 1999. A Framework for Characterizing Knowledge Management Methods, Practices, and Technologies. http://www.km-forum.org/KM-Characterization-Framework.pdf (Accessed on 26 January 2012)

KNOWLEDGE AND INFORMATION MANAGEMENT: Web 2: some definitions

KNOWLEDGE AND INFORMATION MANAGEMENT: Web 2: some definitions

TAPPING INTO REVERSE KNOWLEDGE FLOW.

You top talent employee has just handed in his resignation letter. As if that is not bad enough, he was in a middle of a project with a very important client. He has received a more attractive offer from your competitor. How do you react to such like scenario? You may decide to counter the offer by paying him more. But for how long are you willing to play this game? What will happen if it becomes a trend?

Well the best thing to do I believe is to let go. Learning to manage the exit of an employee is an important aspect in knowledge management. It should be done as thorough as the recruitment. An exit interview should be conducted with an aim of ensuring continue communication with the employee. The organization should encourage the employee to continue keeping in touch with the organization despite moving on. The employee should be made to feel that the company values his expertise. The employee should be encouraged to maintain the lines of communication with colleagues he has left behind.

Reverse knowledge flow occurs when current employees of an organization freely share and exchange knowledge with former employees who moved to other organizations. This helps the organization to continue gaining from the expertise of the erstwhile employee. It also gives the firm the opportunity of knowing what the competitor is doing. The inhibited flow of knowledge is an important impetus for innovation and creativity.
It makes it easier for the reabsorb of the employee in case of come back.

Reserve knowledge flow provides an avenue for organization to acquire knew knowledge from their former employees, at no expense. Organization should thus to come up with ways and means of benefiting from reverse knowledge flow. How firms can do this will be discussion of the next blog post.

Knowledge management is as old as man

Knowledge management is touted as a new discipline. It might be new in making it formal and allowing it to be studied like any other disciplines. But in terms of existence and practice, it is as old as man. Man has been managing knowledge from time immemorial, long before the advent of writing.

In ancient times, especially in African setting, knowledge was managed in various ways,like: apprenticeship; story telling, riddles, parables and sayings; dances and festivities; major natural catastrophes; rite of passage- birth, circumcision, marriage and death; and such like.

In the African society old people were venerated and held in great esteem.They were knowledge warehouse of their respective communities. By word of mouth they passed on their wisdom to their progeny. This way the community knowledge was preserved and shared.

It is sad to note this ancient and time tested method of knowledge management has be neglected with disastrous results. Many mistakes made in organizations and societies in general could have been avoided, if the elderly and experienced member(s) of the organization or society had been consulted.

The essences of knowledge management is sharing of knowledge to prevent re-inventing the wheel, and at the same time to aid in innovation.You can only give what you have. Knowledge is personal and is mostly acquired through experiences. Therefore a person who has been with an organization for a long time or a person who has been a member of a community for a longer time, he/she is more knowledgeable on going-on of the organization or society. For example The Toyota car manufacturer is experiencing problems with its new cars, and several recalls of new cars have been made. They have been problems with the breaking systems and exhaust. These problems were attributed to the fact that a large number of the workforce has attained the retiring age, and consequently, going home with their accumulated knowledge in their areas of expertise leaving the new cropper of workers to learn the hard way, learning from mistakes. An expensive and risk way of learning!

Organizations should therefore encourage their experienced workers to share their experiences with younger workers. This can be done through story telling,apprenticeship, coaching,and mentoring.