Working outside the lines: A case for knowledge exchange in the academic library

Barlow, Amy

doi:10.1080/1941126x.2020.1739819

Cited by 2 publications

(5 citation statements)

References 16 publications

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“…KM is increasingly becoming a prerequisite in the academic library context (Barlow & Bocko 2020). In the recent past the instability in the business environment compelled organisations to constantly review their short-and long-term strategies in order to remain relevant, productive and competitive; and today, organisations still face instability only of a different kind (Bloodgood & Salisbury 2001:55;Barlow & Bocko 2020;Bosch et al, 2021). Change is inevitable and the paradigm shift has positively influenced organisations to recognise and value knowledge as one of the key competitive assets (Solli-Saether, Karlsen & Oorschot 2015:49).…”

Section: Knowledge Management In Academic Libraries' Contextmentioning

confidence: 99%

“…New knowledge gathered in the organisation gets integrated with the existing knowledge to generate new insights and create more value. KM is defined as the practice whereby experiences, lessons learned, and challenges that employees within the library have experienced during a certain project is created and stored, so that it can be easily accessible when it is needed for reference and for sharing with other important stakeholders (De Bem, Coelho & Dandolini 2016:223), Knowledge exchange tends to help in future library projects for employees to learn from the mistakes that happened in the past projects (Barlow & Bocko 2020). During library projects, it is important that relevant knowledge is collected and shared to all employees.…”

Section: Defining Knowledge Managementmentioning

confidence: 99%

“…Library employees should continuously seek new knowledge and insights from both its colleagues and organisational memory to improve the products and services that the library is offering (Barlow & Bocko 2020;Bawack 2020). Knowledge stored in the library intranet and repository should be accessible to all employees to enhance their awareness and creativity (Chiganda & Ngulube 2016:222).…”

Section: Knowledge Repository and Retentionmentioning

confidence: 99%

“…In the digital age, the academic libraries are doing more than housing collections of books and journals by becoming dynamic spaces, knowledge commons, and collaborative spaces that facilitate and stimulate teaching, learning and research (Barlow & Bocko 2020;Breeding 2021). Although many of the academic libraries are on the shift from print to digital collection, interestingly, students still preferred the hard copy books to e-books (Allison 2013:43).…”

Section: The Future Of Academic Librariesmentioning

confidence: 99%

“…Charney (2014:20) argues that the paradigm shift enables librarians to use new technologies to promote sustainability of their roles such as online LibGuides to remotely facilitate information literacy to library clients. Remote facilitation has accelerated during the Covid19 pandemic and has changed libraries' knowledge sharing and exchange (Barlow & Bocko 2020;Morehart 2021).…”

Section: Introductionmentioning

confidence: 99%

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Employees’ perception of knowledge management in academic libraries in the digital age

Mabunda

Plessis

2022

SAJLIS

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The 21st century is associated with change in the business, education, and information environments due to the digital age paradigm shift. In the digital age, knowledge management has become essential for academic libraries that want to accelerate their performance in this time of change. The research objective was to evaluate academic library employees’ perceptions of knowledge management in the digital age. The research was guided by pragmatism through incorporating the mixed methods research approach where qualitative and quantitative methods were applied to ensure that the research questions were addressed. The research strategy was a case study. The study collected empirical data on cases of four campus libraries. This study applied the exploratory method to evaluate employees’ perceptions on knowledge management roles, skills, and technologies. Interviews and a survey were used as data collection methods. A purposive sample of the library management team and library employees from a South African higher education institution was carried out. The reliability of the questionnaire was tested that showed a high Cronbach’s alpha. The findings produced employees’ radar maps and concluded that knowledge management is not something to be neglected in the digital age that is associated with continuous change primarily because it ensures that knowledge is created, shared, retained, and disseminated in the library. Librarians are encouraged to use technologies such as social media, big data, and virtual reality in their day-to-day work to sustain the library’s relevance in the digital age.

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Section: Knowledge Management In Academic Libraries' Contextmentioning

confidence: 99%

Section: Defining Knowledge Managementmentioning

confidence: 99%

Section: Knowledge Repository and Retentionmentioning

confidence: 99%

Section: The Future Of Academic Librariesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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