PurposeThe purpose of this paper is to contribute to the limited previous research on knowledge sharing in universities, by profiling the attitudes of and intentions towards knowledge sharing of UK academics, and by profiling their views of some of the factors that might be expected to impact on knowledge sharing activities.Design/methodology/approachA questionnaire‐based survey was used to gather a profile of UK academics' attitudes and intentions towards knowledge sharing and related factors, including expected rewards and associations, expected contribution, normative beliefs on knowledge sharing, leadership, structure, autonomy, affiliation to institution, affiliation to discipline, and technology platform. Responses were received from 230 academics in 11 universities.FindingsRespondents had positive attitudes towards knowledge sharing and their intentions in this area were also good. This may be related to their belief that knowledge sharing will improve and extend their relationships with colleagues, and offer opportunities for internal promotion and external appointments. Respondents are relatively neutral regarding the way in which they are led, and the role of organisational structure and information technology in knowledge sharing. They have a relatively low level of affiliation to their university, perceptions of a high level of autonomy, coupled with a high level of affiliation to their discipline.Originality/valueThis study demonstrates that universities do have an embedded knowledge culture, but that culture is individualistic in nature and to some extent self‐serving and instrumental. This poses interesting challenges for knowledge management in universities.

PurposeThis study aims to contribute to understanding of knowledge management and sharing in the public sector in the Middle East through a case study based investigation of knowledge management initiatives and associated challenges and barriers.Design/methodology/approachSemi‐structured interviews were conducted with 15 police officers of different rank and position. Questions focussed on knowledge management strategies and approaches to encouraging employees to exchange and share knowledge, and difficulties associated with encouraging officers to share knowledge. Interviews were either recorded and transcripts created, or notes were taken. A three‐stage thematic analysis of the interview transcripts was undertaken.FindingsThe Dubai Police Force has made a strategic commitment to the development of knowledge management to enhance performance. It established a Skills Investment Programme in 2003, a Knowledge Management Department in 2005, and more recently, in 2009, a Curriculum Department. However, the evidence from interviews suggests that the force has yet to succeed in embedding a knowledge culture. Four key factors were identified repeatedly as potential barriers to knowledge sharing: organizational structure, leadership, time allocation, and trust.Originality/valueThis article demonstrates the importance of leadership, time allocation, and trust in promoting a knowledge culture and encouraging knowledge sharing. In Arab cultures, leadership and trust, and associated rewards such as respect have a particular role to play.

PurposeThe purpose of this paper is to provide an illustration of the methodological processes and resultant outcomes relating to one theme investigated during an application of soft systems methodology (SSM) in a library and information service (LIS) context, in order to contribute to the explication of the methodology to LIS professionals.Design/methodology/approachA selective but detailed description of the use of SSM is provided in relation to case study research undertaken at a UK law firm, which included, within the framework of SSM, the conduct of interviews with 42 legal and information practitioners.FindingsThe described application of SSM is a demonstration of its use for structuring learning in situations: in this instance, of a developed understanding of stakeholders' views of appropriate LIS activity in a law firm.Research limitations/implicationsThe paper is a selective representation of the first use of SSM by a researcher and demonstrates the methodology's applicability to any situation about which learning is considered to be desirable.Practical implicationsThe paper provides an illustrative application of SSM which may prompt the use of, or may contribute to understanding of, the methodology by LIS practitioners, researchers and educators.Originality/valueThe paper provides an in‐depth illustration of the SSM‐informed processes and outcomes in a novel application area.

PurposeThe purpose of this paper is to provide an overview of soft systems methodology (SSM) and review the ways in which the methodology has been applied by managers and researchers to gain a broad understanding of library and information service (LIS) activity.Design/methodology/approachSeven detailed examples of the application of SSM to LIS activity show for each the aim, rationale for the use of SSM, operationalisation, findings and benefits of using SSM to understand problem situations.FindingsAnalysis of the application of SSM in LIS contexts demonstrates the extent of its efficacy in learning and understanding in “problem situations” and the resultant changes to LIS activities.Practical implicationsThe paper draws together examples of studies which may prompt LIS professionals and researchers to consider the use of SSM in the management of LIS.Originality/valueAn in‐depth review of the processes and outcomes of the application of SSM to the understanding of LIS activity is provided.

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