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CHAPTER III

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CHAPTER III

REVIEW OF LITERATURE

The previous chapter deals with the general introduction to the research

problem. This chapter provides an overview of topics from the literature with

relevance to knowledge management in general and libraries in particular. The

literature review of this study evaluates the sources relevant to knowledge

management process in library. The literature review acts as a type of handy guide

and helped in finding out methodologies and sampling procedures that is used

before to match the effectiveness of the methodologies against the results obtained.

This review provided with an insight to come up with a research strategy and justify

the appropriateness related to this study.

The available literature related to the present study has been collected from

various sources from books, journal articles, thesis, reports, proceedings and

websites etc. Literature order is arranged under the following subdivisions and

presented in ascending with chronological series as;

• An overview of knowledge management

• Knowledge management initiatives in library

• Case studies in library

3.1 AN OVERVIEW OF KNOWLEDGE MANAGEMENT

Wiig and Spek (1998)1 described a conceptual framework for knowledge

management activities as reviewing, conceptualization, reflect and act. Each

activity method is discussed with existing literature.


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TFPL (1999)2 report has explained knowledge management processes

aimed for facilitating the creation, capturing and acquisition, sharing and utilization

of knowledge. Report has also explained the combination of skills and successful

implementation of knowledge-enabling initiatives for knowledge managers and

individuals to be acquired.

Gulati (1999)3 discussed the concept of knowledge management as

contribution of information technology and highlighted the role of knowledge

manager. Finally, the paper reflects knowledge management issues, which includes

developing, implementing and maintaining the appropriate technical and

organisational infrastructure to enable knowledge sharing, developing information

technology skills for the staff and overcoming information overload.

Kidwell, Linde and Johnson (2000)4 explained the overview of knowledge

management tools and technologies, application and benefits of KM for the

research process and curriculum development process. The article also outlines the

basic concepts of knowledge management applied in corporate sector, considers

trends and explores how it might be applied in higher education.

Hylton (2002)5 explained natural and logical starting point of knowledge

management basics like knowledge audit, level of knowledge audit, scope of

knowledge audit and important points of knowledge management in

implementation.

Al-Hawamdah (2003)6 implies that information society and knowledge

economy highlight the importance of tacit knowledge and the need to manage


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knowledge resources. The paper also addresses the fundamental educational issues

relating to the skill and competencies that knowledge professionals need to acquire

in order to provide effective solutions to the problems. He states that knowledge

management is rethinking information management that should focus on

developing tools for intelligent people as people take the current stage.

Bergeron (2003)7 examined approaches of knowledge management that

contribute to corporate competitiveness. The author has explained techniques and

strategies and various knowledge management approaches. The author states

participation in knowledge management initiative as way to use knowledge

management techniques to enhance collaborative systems and discussed approaches

for knowledge capturing, filtering and refining. Methodologies for applying

knowledge for decision support, knowledge storage, retrieval and dissemination are

also discussed.

Townley (2003)8 discussed with examples of knowledge management and

elements for success of knowledge management that can improve academic

effectiveness and overcome organisational constraints.

Katsirikou (2003)9 the paper describes knowledge management system in

industry based on theory of the firm, adjusted to the libraries context and functions.

It also provides a brief reference of the benefits of the knowledge management

implementation in library. The author has also stated that knowledge management

can be used as an organisation tool to interact across organisational boundaries.


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Dalkir (2005)10 provides a comprehensive overview to the field of

Knowledge Management with an emphasis on translating theory into practice.

Explained the working model from a multidisciplinary perspective, key concepts,

tools and techniques, content management, knowledge engineering, organisational

behavior, change management and information science in a three-level approach to

understand Knowledge Management from individual, community and organisation

levels. The author integrates theory and practice in a highly accessible manner to

provide a comprehensive and practical knowledge management skill set.

Desouza and Awazu (2005)11 explains the current knowledge management

efforts in organisations to be refocused for success. The author provided their views

on how social network ideas can be applied on knowledge management to evolve in

real life situation. The authors also presented their views how social networking can

be applied to knowledge management theory and how it can be evolved in real life.

The author also discussed missing capabilities of knowledge management strategic

alliances, customer knowledge management, knowledge markets and knowledge

management systems.

Jennex (2005)12 explained case-based examples of actual applications of

knowledge management in a variety of organisational and global settings. A variety

of knowledge management issues are explored, including issues associated with

building a knowledge management system, organisational culture and its effect on

knowledge capture, sharing, re-use, strategy and implementation of knowledge

management initiatives and a knowledge management system.


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Ghani (2009)14 provided a framework for characterising the various tools

and techniques available to knowledge management practitioners. The author

presented with an overview of a number of key terms and concepts and described

the framework with examples of using it and explored variety of potential

application areas.

3.2 KNOWLEDGE MANAGEMENT INITIATIVE IN LIBRARY

Abram (1997)15 argues that special librarians are not fact keepers but

catalysts in the knowledge continuum (data, information, knowledge, behavior).

The author examines special librarians in information business and knowledge

management strategies for successful "transformational librarianship" for

organising information and turning information in to knowledge.

Keeling and Hornby (1999)16 discussed about role of networked

information of UK public libraries and the development of the Information Society.

Libraries pay particular attention to the potential of knowledge management

principles for bringing a business approach and ensuring their future as partners to

the business community.

Loughridge (1999)17 on examining the "fad" of KM and libraries, concludes

that "many aspects of knowledge management practices bear a close resemblance to

well established practices in librarianship and information management". The

author goes on to state that no real consensus exists yet, that clearly differentiates

between knowledge management and established information resources

management theory and practice.


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Owen (1999)18 explained objectives of knowledge management levels and

different approaches in current practice. The author explored knowledge

management in the context of organisational developments and explained the

difference between knowledge management and information management and

skills required for information professionals to act in knowledge management

environment.

Schwarzwalder (1999)19 explained that library can facilitate the people

changes necessary for knowledge management. The author also states that

librarians are inclined in sharing knowledge both effectively and customer oriented.

Abell (2000)20 explained the importance of knowledge management in

organisations, information literacy skills for knowledge environment and roles of

information professionals in knowledge management.

Choo (2000)21 explains the roles of information center and information

professionals and the need to make transition from being a cost center to a value-

added center. The author presented his views that information professionals have to

reinvent and reaffirm their role in the organisation when offering service meeting

the customers needs. He concluded that information professionals need to move

from being information custodians to knowledge partners.

Gupta, Iyer and Aronson (2000)22 explained knowledge management

practices and challenges in implementation. The authors states that knowledge

management concerns itself with not just managing into organisational memory but

also with organisational skills and existing intellectual capital by effectively


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recording and disseminating peoples knowledge that others can learn and use it.

The authors presented knowledge management process that can create good

supportive organisational climate.

Kim (2000)23 described the notion of knowledge management and

investigated roles of librarians as knowledge professionals for obtaining

organisational goals. The precise role of the knowledge professional will depend on

the organisation structure and knowledge needs. Also pointed out how knowledge

professionals help user community to serve to their needs.

Shanhong (2000)24 explained that knowledge management objectives in

library to promote knowledge innovation and closer relationships in and between

libraries and its users, to strengthen knowledge internetworking and quicken

knowledge flow.

Hicks and Tochtermann (2001)25 explained the synergy effects that exist

between knowledge management and digital libraries and provided the

sophisticated knowledge management tools and digital libraries technologies. The

authors also explained how personal digital library provides the personalized

knowledge management tool to support knowledge workers.

Jantz (2001)26 examined important issues of knowledge management within

academic libraries and how reference librarians can become more effective as

information intermediaries. The article also focuses on reference librarians and

information use in carrying out the tasks for organising effective needs of users.


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Marconi (2001)27 described the library service innovations implemented to

ensure the knowledge needs and knowledge workers in particular. Knowledge

management approach and changes are outlined and has given his observations

about challenges, barriers and future directions.

Southon and Todd (2001)28 focused the need of Knowledge Management

for library and information professionals. The author has provided details about the

barriers and challenges faced by library and information science professionals in

implementing knowledge management.

Townley (2001)29 summarised the knowledge management theory, the

similarities and differences between knowledge management and academic library

practices.

Ambat (2003)30 the author highlights the automation process at the

University of Bahrain libraries and described the technical details of knowledge

management tools that put into place.

Becker (2003)31 discussed knowledge management as one of the marketing

concepts. The author states knowledge management in libraries is administering,

documenting and providing access to information. The article also gives a realistic

appreciation of knowledge management as a tool for public libraries and explained

important factors for successful knowledge management.


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Koina (2003)32 explained skills needed for librarians in knowledge

management environment to become leaders of knowledge management in their

organisations.

Pantry and Griffiths (2003)33 presents his views on issues related to the

information cost, quality, accessibility, timelines, skills necessary to efficient access

of information and most intuitive ways of presenting it. The author also concludes

that both librarians and knowledge managers have skills in common to collect and

disseminate information, link and train users to use information in efficient and

effective way.

Rikowski (2003)34 argued that the librarians and information professionals

are expected to play a vital role within the information society. Offered with

number of suggestions for the library and information science (LIS) professional,

including: understanding the organisation processes, building strategic partnerships

and working well in multidisciplinary teams, being innovative and ensuring

information management skills that can be exploited, recognising the strengths of

others and working with them, continuing to learn and develop, thinking

strategically about the development of information services and content

management, take risks and enjoying the process of change.

Rowley (2003)35 focused the role of information and knowledge

professionals and explored the information processing and human centric model of

knowledge management. He also stated that the role of knowledge professionals is

managing knowledge repositories, facilitating knowledge flow and communication

and leveraging value generation capacity.


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Henczel (2004)36 the author discussed the roles, responsibilities as well as

rights of information professionals in environment of knowledge management.

Gandhi (2004)37 focused on knowledge management applications for

reference work in libraries. He defines key concepts of knowledge management and

establishes the need for knowledge management for reference services and also

reviews various knowledge management initiatives for reference services.

Girgis (2004)38 explained the benefits for libraries using knowledge

management and how libraries can ensure the ongoing success and the role of

information professionals. He stated that knowledge management is a methodology

for capturing, optimizing, delivering and maintaining a collection of information

that provides guidance or action and is of value to the organisation. When

combined with KM, the libraries and information centers are able to improve

efficiencies, increase satisfaction and reduce the cost of service are outlined.

Mphidi (2004)39 explained that knowledge management and sharing of

technology can help libraries with the improvement of the quality of their service,

creation and maintaining a learning culture.

Lee (2005)40 the author reviewed the development of knowledge

management and compared the differences between information and knowledge

management. He has also examined the role of librarians / libraries in knowledge

management.


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Koenig (2005)41 explained the stages of knowledge management movement

and its importance in incorporating information. The paper states that external

knowledge presents obvious and important opportunities for librarianship and

information professionals. He has also discussed the importance of information

professional contribution to knowledge management.

Zhan, Liu and Yao (2005)42 states explicit knowledge is coded knowledge

that is saved in various formats, such as books, journals and information in online

databases. Incorporating the concept of knowledge management into libraries will

change services in terms of processing, increase the division of explicit knowledge

and break packets of explicit knowledge into smaller pieces which will be very

beneficial for user to retrieve information as knowledge becomes more complex

within branching sub-disciplines and it will also enhance the effect of the

information services in library.

Rehman and Chaudhry (2005)43 focused on knowledge management

education for LIS professionals. The author has also presented with the necessary

resources needed for knowledge management education for Library professionals.

Singh and Wijetunge (2005)44 reported knowledge management in India

and Sri Lanka for library and information science education. The authors states that

Knowledge management is explicit and systematic management of vital knowledge

that requires turning personal knowledge into corporate knowledge that can be

applied throughout an organisation.


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Wen (2005)45 explained trends in libraries and the need of knowledge

management in academic libraries. The author has also discussed the various

components to be considered for implementing knowledge management for

existing staff, technology and management structure.

Martin, Hazeri and Sarrafzadeh (2006)46 described the complex web of

interrelationships that is emerging in library and information professions in terms

with the growing phenomenon of knowledge management. The authors also

presented their views which include the potential threats, opportunities, synergies

and potentials for radically new visions and responses. The paper sets these

developments in the context of the new knowledge-based economy and its

implications in library.

Weerasinghe (2006)47 explained the view of special libraries as place for

librarians to move to knowledge management environment. Explained the

challenges faced by the librarians to over come and to work with limited resources

such as human and technological resources.

Ganguly (2007)48 explained the advantage of knowledge management and

stated that information professionals need to fully understand the concepts, benefits,

different approaches and techniques implemented and the new emerging roles in

which information is increasingly significant.

Trivedi (2007)49 discussed the basic fundamentals elements and need of

knowledge management in health science libraries. The author focused on the

principles, strategies, components and barriers of knowledge management.


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Subramanian (2007)50 the author mainly focused on the concept of

Knowledge Management and the role of library and information professionals in

managing the digital environment. He also highlighted the importance of library

and information professionals in the organisations for knowledge creation,

acquisition, preservation and sharing knowledge and information, also describes the

development and use of Information and Communication Technologies (ICT) in the

library.

Dhiman and Gupta (2008)51 presented knowledge management as new

concept that appeared globally in recent years. The author explained the

conventional functions of library and states that knowledge management requires

linkage of information with information, information with activities, information

with man and information with society. The author also stated that Knowledge

management as a sub-discipline of knowledge economy applied for converting

intellectual assets of workers/professionals and staff members in the organisation

into higher productive. This paper defines knowledge management and its

applications in managing library and information centers.

Nelson (2008)52 discussed important knowledge management tools such as

Communities of Practice (CoPs), Mentoring, Web 2.0, Wikis, Tagging (bookmark

intranet or Internet pages, websites and documents) and Network analysis

techniques available for interaction within peoples. He also has given his views on

recognizing and utilizing these tools as a key for librarians success.


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Jain (2009)53 discussed the importance of knowledge management for 21st

century information professionals and their evolving new roles, skills and

challenges. The author has provided with recommendation to information

professionals to be part of the knowledge management economy.

Rah, Gul and Wani (2009)54 described Web based knowledge management

system for the university libraries that support the creation, organisation, storage,

dissemination and utilization of the institutions digital knowledge assets. The

authors described the web based knowledge management tools and techniques that

facilitate the process of generating, managing and sharing knowledge through the

use of information technology when web based knowledge management deployed

in the library.

Jharotia and Badhusha (2009)55 discussed knowledge management as the

identification and communication of explicit and tacit knowledge residing within

processes, people, products and services. They have also stated that knowledge

management in libraries normally focuses on effective research and development of

knowledge, creation of knowledge bases, exchange and sharing of knowledge

between library staffs and its users, training of library staff, quick processing of

knowledge and realising of its sharing.

Raja, Ahmad and Sinha (2009)56 explained librarians should utilise the

current management structure and technology to implement knowledge

management, with use of information technology. They have also discussed the

benefits of IT and KM and the role of library professionals in KM environment.


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Roknuzzaman and Umemoto (2009)57 has explained digital libraries as

more efficient knowledge sharing organisations for its community, establishing

knowledge networking within and outside the library.

Deepthi and Tadasad (2010)58 highlighted the role of LIS professionals in

KM and discussed the implications of the profession. The authors views KM as an

opportunity, listing the skills required to carry out the responsibilities and functions

of KM initiatives. The authors conclude the findings to withstand the challenges of

KM for LIS professions as creative solutions and proactive approach.

Porumbeanu (2010)59 discussed the development of knowledge

management systems in Romanian academic libraries. Particular focus is given to

the organisational culture of Romanian academic libraries in preparation for

developing strategy for changes in information management styles and structures.

The changes in Romania are examined and the benefits of knowledge management

in developing knowledge-based societies are explored. The article also explored the

organisational values, administration style, knowledge sharing and innovation in

several Romanian academic libraries.

Kumar (2010)60 states information technology as a powerful media to

support knowledge management practices. He has also explained libraries have to

utilise the current human structure and technology to implement knowledge

management. He has explained to increase libraries operational efficiency to

increase user needs.


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Cervone (2011)61 defined and described a low-barrier method of

implementing KM as a mechanism for supporting digital library projects and

processes. This article provides a general overview of KM and some low-barrier

methods for implementing a knowledge exchange program in a library for

facilitating projects and processes in the digital library. The author also presented

that implementing a KM program using familiar tools in an incremental fashion;

library can gain the benefits of KM in an orderly and non-disruptive manner.

Rajurkar (2011)62 briefly explained the basic concepts of KM and roles of

KM in academic libraries. The author mainly focused on the roles and

responsibilities of the library professionals in the knowledge era. The author also

discussed the new skills to be acquired to recast their roles to manage intelligently

as effective and efficient knowledge professional.

Asogwa (2012)63 examined the contributions of librarians in knowledge

management and the implications for academic librarians. Suggested with a number

of implications for librarianship to act as knowledge manager and recommended to

reshape the library structure to improve the services.

Kude and Nalhe (2012)64 explained information technology and systems as

supporting elements for librarians for better execution of knowledge management.

The author has also pointed that librarians should train their staff and themselves to

develop appropriate knowledge management systems and use information

technologies to equip libraries to provide better, faster and pinpointed services to its

users.


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Sohail and Srivastava (2012)65 highlighted the know-how of knowledge

management and development of knowledge management. The author has

discussed the impact of knowledge management through human resources,

knowledge innovation, knowledge diffusion, development of knowledge operation

mechanism, mutual trust, open exchange, study and sharing to rejuvenate libraries.

3.3 CASE STUDIES IN LIBRARY FOR KNOWLEDGE MANAGEMENT

Broadbent (1998)66 explored the phenomenon of knowledge management

from the viewpoint of a management academic with a professional background as

librarian. The paper has focused on the capabilities required to provide a sound

basis for successfully managing knowledge processes, professionals and knowledge

work. The author has concluded that librarians and information specialists should

be key players in the emerging knowledge management phenomenon to understand

the multiple perspectives of the other players.

Damodaran and Olphert (2000)67 investigated the barriers of post-

implementation review of usage and user experiences of electronic information

management system (EIM) in a multinational company. The study confirmed the

importance of cultural factors in achieving effective KM systems. This paper has

enabled significant elaboration of relationship between a knowledge-sharing

culture, knowledge management systems and change management processes and

mechanisms.

Rydberg-Cox and et al. (2000)68 states that digital library is another area

where knowledge management is actively applied. Various aspects of the Perseus

Digital Library are described and focused more on technical details of the


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knowledge management tools. The author explained the importance of knowledge

management concepts to extract structural documents, deliver on demand to a text

display system.

Al-Hawamdeh and Foo (2001)69 carried out a study to assess the level of

understanding and degree of awareness stating the importance and value of

managing intangible asset by information specialists within the organisation. The

study also focused on the skills required to assume the role of knowledge manager

in the information age.

Bouthillier and Shearer (2002)70 summarised the empirical evidence of

how knowledge management is practiced in several types of organisations

demonstrating the variety of organisational approaches that are used with processes

involved. The article presents a typology of methodologies that are employed in

various organisations which show the potential differences of KM with IM. The

article also provides a description of the conceptual framework for the study for

presentation and discussion of the results.

Teng and Al-Hawamdeh (2002)71 investigated the current practices of

knowledge management that has been traditionally applied in public libraries of

Singapore with an aim to enhance and improve communication between staff and

top management.

Ajiferuke (2003)72 conducted an empirical research in understanding the

role of information professionals in KM programs in Canadian Special Libraries.

The study determines the importance of KM activities, specific roles and skills of


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information professionals. The study identified team working, communication,

networking and analytical skills ability to use information technologies and

document management skills as the most important organisational skills required by

information professionals to function in knowledge management programs for

understanding the knowledge process within the business process.

Branin (2003)73 surveyed on the field of collection management over the

last fifty years and discerned an evolutionary path from “collection development”

to “collection management” and now to “knowledge management”. The author

explained the Ohio State University Libraries knowledge bank conceptual model.

Antonic (2004)74 investigated the librarianship understanding in using

knowledge management. The author has sited the importance of knowledge

management in libraries, the practical needs of knowledge management in

educational activities. The author also suggested that user education helps to

improve the awareness of knowledge management.

Dale (2004)75 provided information on the study focusing on opportunities

of KM and debate about the validity of knowledge management as a concept in the

library sector. The author states that for some librarians it is a new concept that

gives renewed purpose and legitimacy to their work in the corporate world. Others

find the idea shallow and dismiss the importance of knowledge management.

Others have fought back, seeking to show that knowledge management is simple a

different take on existing disciplines.


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Maponya (2004)76 presented a study on the changing role of academic

libraries to provide the competitive advantage for the parent universities. The

success of academic libraries depends on their ability to utilise information and

knowledge of its staff to better serve the needs of the academic community. The

case study results establish the ways in which the academic librarians could add

value to their services by engaging with knowledge management.

Sinotte (2004)77 described the field of knowledge management in terms of

its relevance for library and information science professionals. The study has

interviewed people working in the knowledge management field and intended to be

an overview to assist LIS professionals in grasping the essence of knowledge

management. The author has also suggested the ways how knowledge management

influence the LIS field in the near future.

Tan and Myer (2004)78 conducted a survey on knowledge management

engagement, sponsorship, leadership and roles of special libraries. The authors

analysed KM in corporate libraries which comes under special libraries. The

authors have discussed the initiatives and limitation of KM in corporate libraries

and concluded stating that special libraries has to adopt, promote and educate on

knowledge management from their own perspective and expertise.

White (2004)79 focuses on knowledge management factors in the academic

environment, benefits and the need of knowledge management in library. The

knowledge management tool and techniques for implementation are discussed and

risks and benefit analysis is provided with respect to Oxford University Library.


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Williams and et. al., (2004)80 discussed the creation and implementation of

knowledge management practices in Eskind biomedical library. The author states

that organising explicit and tacit knowledge in the field of librarianship provides a

positive effort to impact clinical research.

Chong and Choi (2005)81 discussed different views among practitioners and

researchers of knowledge management program design and implementation in

organisations. This paper proposed critical factors for successful knowledge

management implementation in organisations which would help organisations

organise their knowledge management activities effectively.

Hamid and Nayan (2005)82 study focused on the process of knowledge

management, investigating the perception and understanding of various aspect of

knowledge management by respondents in national library of Malaysia. The study

obtained a comprehensive and in-depth data on how librarians and their staff

manage knowledge in their organisation use.

Sarrafzadeh (2005)83 described the implications of the relationship between

knowledge management and LIS. The author introduces the key aspects of the

relationship in particular to potential synergies and conflicts.

Turnbull and Harrison (2005)84 explained the working of library

professionals of Queensland University of Technology with digitized materials in

lending and library resource services. Roles and responsibilities of library staff are

discussed.


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White (2006)85 conducted a study in Florida public libraries to identify

library administrators perception about communicating and utilising organisational

data. The results of the study indicated that most library administrators perceived a

marginal value in the communication and usage of performance assessment data

and information in their libraries.

Ferguson, Sarrafzadeh and Hazeri (2007)86 claims that Library and

Information Services profession should make a significant contribution to

organisational KM. The author outlines on KM skills and reviews the major

barriers to LIS engagement in KM. The author concludes with some suggested

directions for LIS practitioners, educators and researchers.

Jain (2007)87 the author distinguishes between information management

(IM) and knowledge management (KM) and present the findings of small-scale

research conducted to investigate KM practices in academic libraries in East and

Southern Africa. This survey finds the awareness of librarians about importance of

KM and how KM can be used as competitive advantage and to satisfy user needs.

This paper discusses the benefits of KM and offers several recommendations to

facilitate KM practices in university libraries in East and Southern Africa.

Rooi and Snyman (2007)88 in their study indicated that more researchers

than practitioners are aware of knowledge management opportunities. In addition,

an unexpected finding was that the majority of researchers communicated their

findings in professional manner rather than scholarly journals. Practitioners should

therefore give attention to studies conducted by researchers to become aware of

opportunities they could not identify themselves.


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Roknuzzaman and Umemoto (2009)89 conducted a world wide survey

aiming to explore the current state of KM education offered by LIS schools. The

study recommends that LIS schools should respond quickly and positively to in-

corporate KM education to expand their knowledge domain.

Hazeri, Martin and Sarrafzadeh (2009)90 overviews the recognition and

importance of KM that has led to calls for curriculum review in Library and

Information Science (LIS). Drawing on the findings of a research project on the

implications of KM for LIS education, this paper examines the focus of current LIS

curricula in addressing KM and related concepts. This issue has been investigated

from the viewpoint of the LIS community using a web-based survey, followed by

in-depth interviews with LIS heads of schools operating KM programs and courses.

Their findings indicate that there is considerable interest within the LIS community

in expanding their curricula to include a stronger element of KM with an emphasis

on the practical dimensions of knowledge management.

Onyancha and Ocholla (2009)91 study took cognisance of the fact that the

term 'knowledge management lacks a universally accepted definition and

consequently sought to describe the term using the most common co-occurring

terms in KM literature as indexed in the LISTA database. The author has used a

variety of approaches and analytic techniques to analyse data using the

core/periphery model and social networks. The study identified the following

compound terms which KM co-occurs most frequently: information resources

management, information science, information technology, information services,

information retrieval, library science, management information systems and


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libraries. The core single subject terms with which KM can be defined include

resources, technology, libraries.

Ralph and Ellis (2009)92 states that knowledge base Question Point as a

technological standard capable of serving as a knowledge management tool for

knowledge sharing. This research addressed the problem that reference librarians

continually provide ineffective service to patrons. This study explored the

librarian’s perceptions of the benefits and problems of using the Knowledge

management and its impact on reducing response time and duplication.

Rokuzzaman and Umemote (2009)93 explained their view of knowledge

management and understanding of knowledge management concepts among library

practitioners. The authors states that library professionals need to broaden their

understanding, change their traditional mindset and apply a holistic approval of

knowledge management and library practice focusing on both explicit and tacit

knowledge.

Kataria, Sharma and Pachouri (2010)94 in their study explained the

implementation of different Knowledge Management OSS tools and experiments

which is done in the JIIT University. The tools and experiments are elaborated and

discussed in this paper along with the various problems and their possible solutions.

The paper discusses the techniques to bridge the knowledge gap by using open

source software in enhancement and effectiveness of library information services.

Salim and Aziz (2010) 95 focused the role of special librarians in knowledge

management programs, involvement of information technology and human


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resources. They have also identified communication, team working and networking

skills as most important organisational skills required for special librarians.

Sarrafzadeh, Martin and Hazeri (2010)96 focused their study of KM in

library community. The results of this empirical study investigated the perceptions

of LIS community and their relevance of KM to libraries. The involvement of

libraries in KM programs is also explained. The results show that the LIS

community exhibits a positive attitude towards introducing KM to libraries which

help them to survive in an increasingly challenging environment.

Aharony (2011)97 conducted a study between Israeli public librarians and

academic librarians. The study highlighted the personal and situational

characteristics that affect librarians attitude towards knowledge management and

collaboration in the organisation.

Mavodza and Ngulube (2011)98 outlined that academic libraries have being

significantly developed are applying some knowledge management (KM) principles

and practices in the provision of library services. KM helps to achieve operational

advantages and tools which help libraries to improve performance and fulfill their

mandate. The author used a case study approach to find out how knowledge is

identified, captured, shared and retained in order to enhance performance and

improve the quality of service in the Metropolitan College of New York (MCNY)

library. Their findings indicate that the MCNY library practices are not deliberately

informed by KM principles, but are amenable to KM principles. The authors

recommended that KM with its potential to turn individual knowledge into


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organisational knowledge should be used in positioning the MCNY library in a

changing information environment.

Nazim (2011)99 surveyed the library professional perceptions of KMC, its

applications and their perceived challenges to incorporate it into academic library

practices. Professional education, training programs, community practices, IT and

KS were identified as the important tools of KM in academic libraries.

Misunderstanding of KMC, lack of knowledge sharing culture, top management

commitment, incentives, rewards and IT infrastructure were found to be the major

challenges faced by library professionals into library practices to incorporate KM.

Oduwole and Olatundun (2011)100 examined the relationship between a

medical librarian and a knowledge manager to identify various roles expected for

knowledge librarian. The medical librarians need to acquire ICT skills to perform

and function as knowledge managers were elicited. Their study gives insight into

some open source information technology tools that can be adopted for information

storage and retrieval, considering the high cost of proprietary software. The article

concludes that knowledge, skills and training of library personnel are needed for the

successful implementation of knowledge management processes. The study

recommends that medical librarians should acquire new skills and establish

knowledge management repositories.

Riccio (2011)101 provided insight on the knowledge management and

development of the librarians for the future profession and reflects on the online

expertise of the librarians to use various sources to conduct research reference on

questions and answers. The author mentioned that library and information science


50

schools equip librarians for maintaining information systems using databases to

build relationship between users and systems.

Siddike and Islam (2011)102 study explored the views on information

professionals for KM in the libraries/information institutions of Bangladesh. The

results of the study provided the information professionals views on KM, skills

required and success factors for encouraging KM. This paper also suggested the

skills and competences of information professionals for KM in the libraries of

Bangladesh.

Arif and Alsuraihi (2012)103 study focused on knowledge management

practices in academic libraries in King Abdulaziz University Central libraries,

Jeddah, Saudi Arabia. This study investigated the level of understanding of KM

concepts, benefit on KM implementation in libraries, skills needed by librarians to

act effectively in KM environment, involvement of knowledge sharing and

challenges faced in implementing KM.

Siddike (2012)104 explored the perceptions of information professional about

Knowledge Management (KM) in the libraries of Bangladesh. The results of the

research show that 90 percent of the respondents first read about KM in literature,

but none had taken any course on KM. The perceptions information professionals

of Bangladesh about KM are reported in different points of view on KM.

Singh and Nath (2012)105 the study focused on role of corporate sector LIS

professionals in KM environment. Study reveal that corporate sector units focused

more on tacit knowledge; common KM tools are used for knowledge sharing


51

purpose, knowledge shop (Infosys), KNOWMAX (TCS), Knowledge Centre

(Patni) and K-Window (Satyam) are intranet based knowledge management

window used by studied companies. LIS professionals act as part of supporting

staff in KM process where they need to learn vital skills to extract knowledge

available in internal and external sources.

3.4 INFERENCE

An evaluation of the literature on various aspects of the study provides an

understanding of the following:

Total of 105 studies on the broad areas of knowledge management literature

is reported in this chapter. Knowledge management is a new phenomenon and the

relevant literature is found from the beginning of the 21st century.

The reported literature is grouped and presented in three sub headings as

overview of knowledge management, knowledge management initiatives in library

and knowledge management case studies in library.

The study based on the literature it is found that most of the study is

experiential in concepts. The study from the literature provided with information

related to tools and techniques about knowledge management in library and skills

for library and information science professionals.

The awareness of knowledge management among library professionals and

implementation of knowledge management in library is noticed through the case

studies reported in the developed countries.


52

In India many initiatives have been taken at national level mostly by the

library and information science professionals in library. The librarians take major

initiatives at leading special, healthcare and university library. There has been

considerable progress through National Knowledge Commission initiatives in

public library for knowledge management repositories but still needs development

in required infrastructure, awareness and training to teachers, users and librarians.

The research on KM in India is on infancy stage and it needs to be further

strengthened by the researchers of education, ICT and LIS.

There is no study reported on knowledge management among librarian in

anna university of technology, Coimbatore in particular. Therefore the present

study bridges the gap and proposed to conduct the comprehensive research on

“Awareness of Knowledge Management process among librarians of engineering

colleges affiliated to anna university of technology, Coimbatore”.


53

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