Knowledge Management and Library Culture

Ralph, Lynette L.; Tijerino, Cathy

doi:10.1080/10691310903355960

Cited by 6 publications

(4 citation statements)

References 14 publications

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“…Erwee et al (2012) have argued for the success of Malaysia's knowledge-based economy and how this promoted a culture of knowledge management (KM). Their point is valid, yet it needs to be kept in mind that Ralph and Tijerino (2009) have highlighted some limitations with KM. The Maq a Á sid hierarchy's vision of Ta Á hsīnīyyat is far more expansive than KM culture; therefore, to fully benefit from its expansive potential, Sharīʿah governance cannot be solidified into management cultural practices.…”

Section: Sharīʿah Governancementioning

confidence: 99%

Assessment of the Sharīʿah requirements in the Malaysian Islamic Financial Services Act 2013 from the managerialism and Maqāṣid al-Sharīʿah perspectives

Alam

Muda

2023

JIABR

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Purpose The Maqāṣid (objective) hierarchy is a triple-tiered conceptualisation of individual and social needs that is grounded in the five objectives of Sharīʿah (Islamic Law). Managerialism is the ideological representation of human interaction based on managerial doctrines and practices. This paper aims to explore the tension between the Maqāṣid hierarchy and managerialism by evaluating the Sharīʿah requirements in the Islamic Financial Services Act (IFSA) 2013 of Malaysia from the Maqāṣid al-Sharīʿah perspective. Design/methodology/approach This qualitative study uses an inductive approach to review the sources of Sharīʿah and classical literature of Islamic jurists to present Sharīʿah rulings on managerialism and Maqāṣid al-Sharīʿah. Findings The Maqāṣid hierarchy promotes a vision of human life that is the opposite of managerialism. In the case of IFSA 2013, the Maqāṣid hierarchy, which is supposed to be the bedrock for Islamic finance, is replaced by a managerial hierarchy closer to Maslow’s hierarchy than it is to Imam Shatibi’s concept of human life. A process of fitting the Maqāṣid hierarchy into a narrow managerial mould occurs in IFSA 2013, meaning that many of the unique aspects of the Maqāṣid al-Sharīʿah are lost. Social implications This study will assist Sharīʿah scholars, policymakers and Islamic financial institutions to develop the financial system and to implement the Maqāṣid al-Sharīʿah to improve macro policy and shaping Islamic institutions. Originality/value This is a pioneer study that develops a bridge between the Islamic Maqāṣid and conventional managerial hierarchies, which will encourage academics and practitioners to enrich the literature by conducting more in-depth studies on this topic.

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Section: Sharīʿah Governancementioning

confidence: 99%

Assessment of the Sharīʿah requirements in the Malaysian Islamic Financial Services Act 2013 from the managerialism and Maqāṣid al-Sharīʿah perspectives

Alam

Muda

2023

JIABR

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“…Therefore, a knowledge-sharing culture with seniormanagement support seems imperative for KM to be part of library operations. In 2009 reference librarians did not seem supportive of KM and knowledge tools, but catalogers did feel rewarded and made use of KM tools as part of their natural workflow (Ralph and Tijerino, 2009). Innovation can depend on context as noted about small, rural joint-use projects in a funding and governance report to Australian school-community libraries by T. Lawson and M. Barry (2001).…”

Section: Innovation and Knowledge Management In Librariesmentioning

confidence: 99%

“…Some researchers have suggested that using a KM tool that captures and stores communal knowledge for future use is beneficial (Ralph and Ellis, 2009). However, impact from the use of KM in libraries can create barriers and divide the library culture even when decision-making and efficiency improve (Ralph and Tijerino, 2009). Therefore, a knowledge-sharing culture with seniormanagement support seems imperative for KM to be part of library operations.…”

Section: Innovation and Knowledge Management In Librariesmentioning

confidence: 99%

Section: Innovation and Knowledge Management In Librariesmentioning

confidence: 99%

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Applying knowledge management to planning joint-use facilities: the ImaginOn library and theater

Swain

Roughen

2021

JKM

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Purpose This paper aims to describe how knowledge management (KM) in planning can support the sustainability of innovation in a hybrid, joint-use facility. The case study research studies ImaginOn, a 15 year-old children’s library and theater for young people in Charlotte, NC. Design/methodology/approach This research used KM model analysis of qualitative data about tacit-explicit knowledge, intellectual capital (IC) and cognitive modes of collaboration. Both historic documents and primary data (from field study observations, interviews and a questionnaire) were analyzed for informal KM practices. Semi-structured and unstructured interview questions about innovation were used. Findings This study found evidence of tacit knowledge sharing, the growth of IC and the operationalization of collaboration to promote innovation. Although traditional KM terms were not used by staff, an integrated model framework demonstrates how KM practices promote innovation in planning joint-use facilities. Practical implications Although a study of a diverse cultural collaboration rather than two libraries, the KM practices that supported innovation and collaboration in this hybrid, joint-use facility might be applied to libraries. Future KM model research on joint-use organizations could investigate merged businesses, government programs and non-profits. Social implications The library and theater institutions in ImaginOn impact the lives of children and parents in meaningful ways that support community understanding, art, diversity and social interaction. Originality/value Research on joint-use libraries began in the 1960s. This case study provides unique model analysis of KM practices in a hybrid, joint-use facility (a library and theater). The innovative success and sustainability of ImaginOn illustrates the application of KM for strategic planning and aligning IC and business assets.

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An Introduction to Knowledge Management

Nazim¹,

Mukherjee²

2016

Knowledge Management in Libraries

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Knowledge Management and Library Culture

Cited by 6 publications

References 14 publications

Assessment of the Sharīʿah requirements in the Malaysian Islamic Financial Services Act 2013 from the managerialism and Maqāṣid al-Sharīʿah perspectives

Assessment of the Sharīʿah requirements in the Malaysian Islamic Financial Services Act 2013 from the managerialism and Maqāṣid al-Sharīʿah perspectives

Applying knowledge management to planning joint-use facilities: the ImaginOn library and theater

An Introduction to Knowledge Management

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