Transforming lic’s from managing information to managing knowledge by Yadagiri Nirudi

International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

TRANSFORMING LIC’S FROM MANAGING INFORMATION TO MANAGING KNOWLEDGE P. Ramesh N. Yadagiri Librarian, National Institue of Tourism and Hospitality Management E-mail: ramesh.parichi@gmail.com

ABSTRACT: In Today’s world the Knowledge has become a form of capital, which is exchangeable among different people, and it has the characteristic of growing infinitely. The management of this growing knowledge is called as Knowledge Management, which offers academic libraries particularly the University libraries, an opportunity to improve the efficiency of their staff, program in-charges, and the management teams seeking approaches to improve program quality. The functions of Library and Information Centres in general include collection, processing, disseminate, store & utilize information and provide service to the society. In the present age of knowledge economy the LICs have become the storage places of knowledge generated by humans and they participate in knowledge innovation. The LICs are a key link in the knowledge innovation chain. This article deals with the history of knowledge management theory, concepts of knowledge management, lists the components and makes us understand the different models of Knowledge management, Management practices, guidelines for success, challenges that may be encountered in their implementation in the LICs.

1. INTRODUCTION Innovation, Flexibility and the ability to act quickly are essential for the organisations in the present digital age. Setting up of New Projects and their implementation can be successful when there can be collaborations and learning from In-House experts & creative thinkers of the organisations. Knowledge and Information are key assets for any organization. After the corporate sector the Library & Information Centres have also realized the importance of knowledge management and started working on it. Earlier, the Information Management was the primary concern for the Libraries and the Librarians. Now both Information and knowledge are essential. Knowledge Management is a complex process, where knowledge assets are created, captured, packaged, assesses the requirements of the staff, users and the organization and using such knowledge in provision of service to the society. It is a meticulous, explicit, planned, renewal and application of knowledge related activities and extracting outputs from its knowledge assets. Knowledge Management blends the organizational culture, planned goals, individual needs, and the expertise of its people to create an atmosphere of learning and growth. The key terms to understand the Knowledge Management are Data, Information, Knowledge and Wisdom.

International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

2. DATA, INFORMATION, KNOWLEDGE AND WISDOM Data is simple, basic, discrete, scattered, isolated and unrelated facts such as writings, numbers, or symbols which are used for analysis, argue or calculation. When these unrelated facts are ordered, organised in a meaningful way, and put into a context, it becomes information. The data is existing in abundance, has to be processed to extract useful, relevant and meaningful information. Information is nothing but chosen, organized, analyzed and processed data that is contextual, pertinent, and actionable. The information is the knowledge obtained from assessment, learning or education. Information is visible, independent from action and decision, different in format after processing, physical product, independent from existing environment, easily transferable, and duplicable. Knowledge emerges when Information, in turn, is interpreted, put into context, or when meaning is supplemented to it. Knowledge is invisible, action oriented, transportable to others by learning or teaching and cannot be duplicated. Knowledge is Information combined with user’s ability and experience that is used to solve a problem or to make new knowledge. Knowledge is the Information in Action or Process. From the above, it is understood that data is required first for information to be produced and from the information knowledge emerges. This means that data is something which has less significant content than information, and information is lesser than the knowledge. At this stage, the facts exist within a mental structure that consciousness can process; to predict prospective consequences, or to make inferences. The human mind uses this knowledge to choose between alternatives and make decision and this behavior makes intellectual. The behavior may be said to be based on wisdom when the values and commitment lead to the intelligent behavior. The knowledge is the intelligent behavior of the human while choosing between alternatives in making decision. The Wisdom is obtained by accumulating philosophic or scientific learning of knowledge. It is the intelligent approach or course of action. Wisdom is always Forward looking and thinking based on one’s values and commitment. Russel Ackoff, an American Organisational Theorist has first mentioned the Knowledge hierarchy in his address to International Society for General Systems Research in 1988. Ackoff has included the Adler’s model “Understanding Tier” that interposed between Knowledge and Wisdom. According to the DIKW model the following is the chain of action: 1. Data comes in the form of raw observations and measurements i.e., is a fact, signal and symbol. 2. Information is created by analyzing relationships and links between the data. It is capable of answering simple interrogative questions such as "who/what/where/when/why/how many". Information is a message endowed with meaning and a purpose; for an (implied) audience. Information is a matter of fact (Bob Boiko)

International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

3. Knowledge is created by using the information for action. Knowledge answers the questions "how". Knowledge is a local practice or relationship that works. Knowledge is the Information which has been processed, organized or structured in some way, or being applied or put into action. 4. Wisdom is created through use of knowledge, through the communication of knowledge users, and through reflection. Wisdom answers the questions "why" and "when" as they relate to actions. Wisdom deals with the future, as it takes implications and lagged effects into account [Russell L. Ackoff, in his article "From Data to Wisdom," of Journal of Applied Systems Analysis propounded DIKW model for the chain of action] Davenport and Prusak (1998) argue that knowledge is more valuable than data or information because that it is closer to action. Here action means the decision or procedure undertaken as a result of the knowledge available. Knowledge is comprised of a person’s insights, exactness, judgment, and procedures, but in all cases, the idea is that knowledge reflects an active nature. In their work “Working Knowledge”, Davenport and Prusak (1998) defined knowledge as “A fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices, and norms”(p. 5). Hierarchy of Classic Data to Knowledge Volume

Wisdom Knowledge Information Data

Less is

Value

Completeness

Structure

Objectiv ity

Wisdom

Subjectivity

Knowledge Intelligence

Information Facts

From Facts to Wisdom (Haeckel & Nolan, 1993) one example of the hierarchy Fig: Data, Information and Knowledge INFORMATION Processed

Relevant and actionable

DATA

KNOWLEDGE

Relevant and actionable data

International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

3. KNOWLEDGE MANAGEMENT Knowledge is mostly cognitive and highly personal, while management involves organisational processes. Knowledge is increasingly recognized as a crucial organisational resource that gives intellectual leverage for any organisation. Its management has become important. Knowledge Management is a process of elicitation, conversion, and dissemination of knowledge throughout an organization so that it can be shared and thus reused. It helps organizations find, select, put in order, propagate, and convey important information and know-how. It transforms data / information into actionable knowledge to be used effectively wherever in the organization by everybody. According to Mc Inerney, C, “Knowledge management (KM) is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.” (McInerney, C. (2002). Knowledge management and the dynamic nature of knowledge. JASIST, 53 (2).) Knowledge management is a kind of management where different strategies and practices are used to recognize, create, symbolize, assign, and facilitate the acceptance of insights and experiences in an organization. An Insight is the introspection, observation into cause and result and understanding the inner nature of things. It is a piece of information obtained due to discovery of relationships and behaviors within a model, framework, or situation specific context. An Experience is the knowledge obtained by the participation or exposure to something or an event. These insights and experiences help the organisations and the individuals working in the organizations to acquire Knowledge and they follow them as processes or practices.

4. NEED FOR KNOWLEDGE MANAGEMENT Knowledge Management focuses on improved performance, competitive edge, innovation, sharing of past experiences, and integration of these for sustainable development of an organization. The efforts of Knowledge Management is more concrete, converts intellectual assets of staff and organization into knowledge base. The need for knowledge management can be justified with the following statements: • • • • •

Globalization Competitive advantage Restructuring and downsizing For Sharing of best practices For Successful Innovation

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International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

6.1 Knowledge Portal A Knowledge Portal is nothing but a Web application which provides online access to the stored structured information; promote “secured” knowledge sharing among different users; Organize unstructured data such as documents both electronic and manual, experiences, etc. It facilitates cooperation among employees, and allows knowledge creators and knowledge users to interact. A key feature of knowledge portals is a sophisticated personalization facility that takes into account the user profile. 6.1.1 Knowledge portals provide two kinds of interfaces: Knowledge Producer Interface: This interface helps the knowledge workers to gather and analyze information, partnering with seniors and co-workers, and facilitates in the creation of new knowledge. Knowledge Consumer Interface: It facilitates in effective dissemination of knowledge across the organisation. 6.2 Knowledge Component Knowledge components are reusable objects satisfying the knowledge management requirements, which have to interface with the knowledge portal, with the knowledge repository, and with other knowledge components. They are either used independently or combination with other components according to the special requirements of the customer. 6.3 Knowledge Repository The knowledge repositories are a collection of both internal and external knowledge contained in the knowledge artifacts (such as documents, presentations, databases, charts, graphs, plans, audio & video files, etc.). Global Virtual Knowledge Repositories are the Knowledge Repositories which are distributed worldwide and interconnected, but look as a single entity to portals and knowledge components. A single search will search all the knowledge repositories. The types of knowledge repositories are:

External knowledge Structured internal knowledge Informal internal knowledge

7. TYPES OF KNOWLEDGE The types of knowledge are defined based on different types of frameworks. Ikujiro Nonaka coined the terms “tacit” knowledge and “explicit” knowledge and propounded the theory of “spiral of knowledge” in the Harvard Business Review in the year 1991.

International Journal of Contemporary Issues (IJCI)

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(Nonaka, Ikujiro. (1991). “The Knowledge-Creating Company,” Harvard Business Review (Nov.-Dec. 1991):96-99. Also, Nonaka, Ikujiro and Takeuchi, Hirotaka. (1995). The Knowledgecreating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.) The different types of knowledge are: Explicit knowledge Tacit knowledge Tacit Knowledge : Tacit knowledge is an internalized knowledge of an individual which is subjective, cognitive, acquired by experiential learning and involves lot of human interpretation. It is very difficult to make document, transfer, teach and learn. An individual may sometimes be consciously not aware of such knowledge. Explicit knowledge: It is a type of knowledge which is objective, rational, and technical; can be easily documented, transferred, learned and taught to others. The individual holds this knowledge consciously in their brains in a form which can be transmitted to others. (Alavi & Leidner 2001). The Knowledge Management can be successful if the internal tacit knowledge is converted into explicit knowledge, share the retrieved knowledge, and permit the individuals internally to use this knowledge meaningfully. Hayes and Walsham considered Content and relational aspects and described the knowledge and knowledge management as two fundamentally different epistemological perspectives. They found that knowledge is easily stored if content perspectives are considered and cannot be shared beyond a limit if explained by contextual and relational aspects. 8. KNOWLEDGE SPIRAL Ikujiro Nonaka has proposed SECI model (SECI for Socialization, Externalization, Combination, Internalization) (Nonaka & Takeuchi 1995). This shows the flow of knowledge in a spiral, interaction between the two types of knowledge i.e., tacit and explicit. In this knowledge cycle, the implicit knowledge is 'extracted' to become explicit knowledge, and this knowledge is 're-internalized' into implicit knowledge. This process goes on.

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Socialisation: The tacit knowledge is transferred from person to another in socialization process. The tacit knowledge is acquired by experience, active participation, and interaction with different stakeholders inside and outside the organization. The experiences, results, skills acquired are shared between individuals and this is called socialization. Intermediation: The transfer of knowledge will be effective if knowledge seekers are mapped with the appropriate knowledge providers and this process is called as Intermediation. Cognition: Cognition is the capability of the systems to make decisions based on available knowledge which has been exchanged in the above three functions and its application. Other Types of Knowledge The second framework categorizes the knowledge as embedded knowledge and embodied knowledge (Sensky 2002). The third framework categorizes knowledge into exploratory creation of knowledge (i.e., new knowledge or innovation) and exploitation of established knowledge (i.e., transfer of knowledge) within the organization, or group or community. The social computing tools and collaborative environments are used for both knowledge creation and transfer in this framework. 9. LIBRARIANS AS KNOWLEDGE MANAGERS The advances in Information Technology is pushing and allowing for adoption of innovative approaches and models in providing new information services and products in the Library and Information Centres that lay emphasis on outreach, consultation and training. In the present digital age, the Librarians have to develop their skills in selecting, organizing, and preserving information new forms of unpublished material, had to work more directly with IT experts, faculty, and students in creating managing, sharing, and preserving a wider range of digital assets. The Librarians must think beyond the collection management i.e., knowledge management and should build the inventory of digital resources and services. In the knowledge age, as the Knowledge Managers the librarians play a major role in the University education vision and mission by becoming the integrators of information resources and services, and educators by teaching, and training the students and research scholars. They create new organisational knowledge base, store, and shared with the staff and users which focuses on effective research and development in the University. Paul Otlet had said that libraries should stop being depositories and to become more dynamic in information transfer. 10. IMPLEMENTATION OF KNOWLEDGE MANAGEMENT IN LIBRARIES Many organizations including the Libraries and Information Centers have realized the importance of knowledge as an organizational asset which gives the sustainable competitive edge to the organizations, facilitates sharing and integration of knowledge. Designing the implementation strategies is the first step before the total implementation of Knowledge

International Journal of Contemporary Issues (IJCI)

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Management System. An implementation strategy is required for administering a common vision and mission, devising and managing an implementation plan, defining knowledge requirements, and feedback is obtained for further modification in the strategy. Different organizations use different types of strategies for the capture and dissemination of knowledge. 10.1 Push Strategy The push strategy makes it compulsory content submission for individuals which is codified into a knowledge repository, stored and shared among the staff members in the organization. The push strategy involves continually gathering information from employees and collecting it into one large data base or repository; this information is then used to find new and improved ways of doing business. This is called Codification strategy for Knowledge Management. This strategy relies on employees reusing information it has already created. 10.2 Pull Strategy The pull strategy is another method where tacit knowledge is extracted from the experts by way of hiring, interacting with them personally and in the form of their insights and experiences. The pull strategy utilizes outside experts when the management team recognizes a need for improvement; at this point, management understands what areas need improvement, but the expert gives specific instructions on how to do it. This is known as the Personalization approach to Knowledge Management. The effective use of knowledge can be achieved in an organization if one strategy is used predominantly and the other for the support of the first. The two knowledge management models can coexist in different units within one organisation. 11. SELECTION OF AN APPROPRIATE STRATEGY The various steps to be followed while selecting an appropriate strategy are: 1. Study of present situation A complete analysis of the present situation is undertaken. The analysis should include the resources, services / products, identification of gaps & inconsistencies if any, present techniques and tools being used, set of procedures for dissemination and managing the knowledge. 2. Identification of Problems and requirements The problems in Libraries are mainly associated with the creation of knowledge and sharing / transfer of knowledge. The procedures for creation of both tacit and explicit knowledge and conversion of tacit to explicit are to be defined. The external and internal resources and types of resources to be used in knowledge sharing / transfer should be identified.

International Journal of Contemporary Issues (IJCI)

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3. Identification of KM Enablers / KM Resistors KM Enablers are those community, situations, issues, etc. which facilitate the knowledge creation, sharing / transfer in the organization. These enable frictionless implementation of KM. If there are well recognized knowledge sources and are willing to share the knowledge then the creation and dissemination of knowledge is smooth and effective. KM Resistors are those people, situations and issues which act as barriers in the implementation of Knowledge Management, whom have to be identified and tackled for frictionless creation and dissemination of knowledge. If the knowledge sources are not identified and recognized, then tacit knowledge will go waste. The senior employees should always share their insights and experiences with the juniors and these will become processes and practices for the employees in the future.

4. Selection of technique / strategy implementation Knowledge is created / shared when there is an interaction between individuals. More interactions will result in more tacit knowledge creation. The knowledge created will not be useful if it is not shared or transferred. The formal and informal discussions, meetings, web portals, blogs, knowledge banks, etc., are some of the channels for sharing of knowledge.

12. KNOWLEDGE MANAGEMENT ENABLERS IN LIBRARIES The successful implementation of knowledge management program requires certain instruments and strategies which are called as knowledge enablers to be considered for implementation of KM. 12.1 Identification, Facilitation and Navigation: The LIC’s should identify the knowledge sources, arrange for easy access and directing the right Knowledge rich in content, to the right user in the right time at right place. Acquisition and Creation of knowledge takes places from various sources such as Individual level, Group level, and Organizational level. Sharing of knowledge among stakeholders ensures in capturing, collating and creating specific, reliable, useful, up-to-date and timely knowledge. Knowledge brokers are the people in the Libraries who are the first persons to provide reference on a specific subject. Arranging Knowledge fairs, creation of expert directories and knowledge repositories will enable effective use of knowledge. 12.2 Leadership: For sustainable knowledge management and organization, leadership is essential so that there is no confusion in dissemination of knowledge. Leadership also provides liberty for creativity and boosting self-confidence which is absolutely critical in knowledge managed learning organization. Providing incentives for the staff who will share the knowledge, Systematic evaluation of the action taken and planning of competencies, and implementation of

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best practices for transfer of knowledge does come under good leadership which enable perfect knowledge management system. The most critical aspect is leadership and commitment for successful knowledge management system to be implemented. 12.3 Technical Expertise: For conversion of internal Tacit Knowledge of an organization to explicit knowledge the support of Technology and technical expertise is essential. The advances in Information Technology such as Intranets and Collaborative software help the staff and Libraries to manage and organize their intellectual capital. The support from the technology will make the Knowledge Management effective by linking the people in the organization and worldwide, allow access to the global knowledge resources, and provides opportunities for collaboration among the different knowledge providers. Here the quote from Arthur Andersen's Michael Stone which explains it this way: Technology allows people to collect, find, filter and distribute information far more rapidly than ever before. It is now possible to move large volumes of information quickly, and institutionalize what has always been an informal and haphazard process. Each of the steps in the KM process, as well as tracking knowledge assets, can be enhanced by information technologies. Storing and manipulating huge data has been possible with use of database servers and compatible software, and providing to the users through various devices using network technologies such as internet, intranet, lotus notes, wireless Global communication systems which enable effective transfer and sharing of knowledge. Creation of knowledge repository assets, webcasts / podcasts, discussion groups, bulletin boards etc. help in leveraging expertise and knowledge 12.4 Imparting learning culture: The Library Managers have to look beyond their traditional work, find new ways of imparting creativity and expertise, performance driven, fair competition, embed corresponding and cooperative culture, implant learning approach, build confidence and teamwork, and train the staff to accumulate knowledge and become gatekeepers of knowledge. The master-apprenticeship relationship is important for effective knowledge management. The Librarian should encourage both learning and innovation among the employees to build the knowledge base, which enhances value. Employee and manager education is fundamental to the proper operation of every phase of the KM process. Employees and managers have to be trained to focus on the overall process even while they are attending to specific problems. 12.5 Dissolution of Boundaries : Knowledge Management is a bottom-up and peer-to-peer tool that seeds an organization with intellectual capital, collapses the rigid hierarchical boundaries, share information and create cross-functional teams which improve knowledge management efforts, real innovation and self-directed learning happen at the individual and team level makes the true driver of organizational learning. The creation of communities of practices, adoption of collaborative technologies, and through social software the KM will be effective. An open culture built around individual skills, experiences and competencies into the organizations knowledge will be more successful. A culture of confidence and trust is required

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to enable and encourage the application and development of knowledge within an organisation. Empowerment of employees gives feeling of control, self-efficacy, gives added responsibilities and finally leads to become more competent. Development of Knowledge learning culture, using support of technology and strong leadership that values, shares and uses knowledge will facilitate successful Knowledge Management system 13. DEVELOPMENT OF KNOWLEDGE MANAGEMENT IN LIBRARY AND INFORMATION CENTRES The various stages in the implementation of knowledge management systems in the Library and information centres are: 13.1 Initiating the Process The management should inform the staff about the plan of implementing Knowledge Management and areas where the implementation will be taking place. This enables the management to get full support from the staff as they are fully informed and implementation will be frictionless. 13.2 Defining a KM Methodology: The Selection of KM methodology is very important as it affects the long term plans of the LICs. A committee should be formed with a mixture of management and employees from core sections for the selection of an appropriate methodology. The methodology should be feasible and compatible with the technology and skills of the staff in the LICs. 13.3 Creation of Knowledge Teams: The management should identify key people from all areas of functions who are experts, to develop the methods and skills. 13.4 Designate a point person: A person has to be appointed as a knowledge leader / Chief Knowledge Officer who will promote the agenda, develop a framework and will act as gatekeeper of knowledge. The role of CKO is to create, identify the knowledge assets of an institution, design and arrange to implement the knowledge Management strategies, facilitate for effective exchange of knowledge assets, and promote use of the system. 13.5 Development of Knowledge Bases & Centres The organization has to Identify all the types of knowledge assets, best practices, expertise directories, market intelligence etc. and a Knowledge base is created. The organization should work for the empowerment of knowledge workers who are the focal points or knowledge centres for knowledge skills and will be facilitating the knowledge flow in the organization. The staff

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and patrons in Knowledge Management should always strive to capture knowledge from the different environmental factors and putting that knowledge into use, enable group learning, having collaboration between individuals for mentoring and knowledge sharing and always support management in decision making. 13.6 Map out the knowledge: The Library and Information Centres has to identify user-centric knowledge, and core competencies in the institution and methods have to be devised for recognizing and accounting such intellectual capital, and extend knowledge sourcing. 13.7 Networking the communities of expertise: The Knowledge sharing mechanisms such as facilitated events such as Knowledge fairs, that encourage greater sharing of knowledge, an Intranet Portal that gives access to explicit knowledge as well as connections to experts, Fostering collaborations and innovations are important for knowledge sharing. 13.8 Integration: Finally the new Knowledge management system is integrated with existing information systems. 13.9 Feedback Mechanism: There should always be a feedback mechanism so that if there are any changes to be made can be taken up. The Reports with regard to knowledge assets, sources, enablers and knowledge flow are essential for successful implementation. Organisations should always learning from the mistakes and best practices evolved. 14. CAUSES FOR THE FAILURE OF KNOWLEDGE MANAGEMENT: The following are some of the causes for not getting good results after implementation of Knowledge Management. • • • • • • •

Ambiguity in defining knowledge More Stress should be laid on flow of knowledge than storing Less emphasis on the importance of Knowledge management and its outcome of KM Belief that knowledge exists outside people’s heads Failing in extracting explicit from tacit knowledge Experts / Seniors experiences and insights are not considered Failure in recognizing human interface before the technology

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15. KM TECHNOLOGIES AND TOOLS The LICs should always be wise in selecting latest and most appropriate technologies and software tools to facilitate knowledge management. According to Gupta & Sharma, the Knowledge management systems are categorized into following groups: 1. 2. 3. 4. 5. 6. 7. 8.

Groupware Document Management Systems Expert Systems Semantic Networks Relational and Object oriented databases Simulation tools Artificial intelligence Social Networking sites

In the earlier days the KM Technologies include the online corporate yellow pages as expertise locators and document management systems. It further expanded and semantic technologies for search and retrieval, e-learning tools for communities of practice, and presently social computing tools are being used as KM Technologies and Tools. (Capozzi 2007). Software tools in knowledge management are a collection of technologies and are not necessarily acquired as a single software solution. The information extracted has to be refined for getting meaningful and reusable knowledge. 15.1 Knowledge Management Software The various Knowledge Management softwares available are : • • • • • •

Electronic Online System (EOS) International Cuadra STAR Knowledge Management Solutions Bailey Solution Sydney Plus International Inmagic Adlib Library Lite is a free library software

The following can be achieved after successful implementation of Knowledge Management in Libraries.

Sound economic performance Technical and organizational infrastructure will be improved Will have Standardised and flexible knowledge structure Knowledge-friendly culture will be imbibed into the organisation Clear purpose and language Change in motivational practices Multiple channels for knowledge transfer

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Worthwhile level of process orientation Support from the Seniors in the management level

16. CONTENTS OF KNOWLEDGE MANAGEMENT IN LIBRARIES Knowledge management helps in the integration of processes such as knowledge exchange, sharing, innovation and application of the organization. The implementation of knowledge management will help in the reorganization of the Library services and activities. Knowledge Management operation mechanisms will inject mutual trust among the library staff, enable open exchange & optimum utilization of knowledge, and allow sustainable library culture in the organization. The implementation of Knowledge Management in Libraries is not for having competitive edge over others but for internal use and sharing among the staff and users. As academic institutions, the Libraries should provide a strong leadership in knowledge management. The areas where the Knowledge Management can be implemented in LICs are: 16.1 Management of Knowledge resources Knowledge has been growing infinitely in various formats i.e., printed to electronic and to digital. The libraries should carefully identify the needs and has to develop new strategies for accessing and sharing of knowledge resources to overcome barriers such as limited funding, inadequate infrastructure, staff and space. The IT tools have to be developed which surf the web, find, select, arrange, classify and provide the information seeker with enriched knowledge resources, improve user services and the more efficient use of knowledge for creation and in decision making. The OPAC of the library should contain both internal and external resources either printed or other formats of knowledge. The useful URLs containing knowledge sources should be regularly searched, reviewed for relevancy, selected from the Internet, included in OPACs and updated regularly. The libraries should capture the useful tacit knowledge from the staff and the users for the internal use of the library. The web portal of the library should have provision for storing all such knowledge sources in all the formats, so that users can select the relevant ones. Universities and research organizations are the reservoirs of such highly valued intellectual assets, and this knowledge should be stored, indexed, updated regularly, and made available in digital form. The Dublin Core Metadata and the Cooperative Online Resources Catalog (CORC) are new cooperative techniques used to acquire information available from the web. There are many other methods such as data mining, text mining, content management, search engines, spidering programs, natural language searching, linguistic analysis, semantic networks, knowledge extraction, yellow pages, are the recent developments in knowledge management systems. The knowledge development strategy has been changed from ownership to access and from justin-case to just-in-time.

International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

16.1.1 Knowledge Creation and its promotion The knowledge being created is unstoppable and it is being communicated at mounting rates. Knowledge Creation is the core of the libraries which are vital link in the knowledge innovation chain. The University libraries should take part in scientific research process and they should strive for diffusion and conversion of knowledge into realistic productive forces. The knowledge flow can be quickened by promoting cooperative plans between the libraries such as establishment of virtual libraries, and internetworking between the libraries for sharing of the knowledge. 16.1.2 Knowledge Creation Management The knowledge creation management deals with managing invention, dissemination and transmission of knowledge. This can be done by enriching and enlarging the theoretical and practical approach of the field of Library and information science through pursuing latest development trends, build up technical facilities, creating a set of effective organizational management systems compatible to the needs in the digital age, optimizing the functional departments and operation procedures of libraries to support and strengthen knowledge management activities. The Chief Knowledge Officer should work out the plans and has to bring together all the activities such as creating electronic resources and provision of digital information services. 16.1.3 Cooperative Plans The libraries have to acquire the resources by sharing and networking with other libraries by joining or forming consortia. This cooperative framework and resources sharing with full cooperation and participation of the members will result in successful implementation of Knowledge Management. Ex: OCLC Online Computer Library Center & OhioLINK (Ohio Library and Information Network). 17. KNOWLEDGE DIFFUSION MANAGEMENT Knowledge diffusion is difficult when it exists in tacit form and is restricted by objective and subject conditions. The libraries should strengthen their created knowledge resources by using different media and channels for disseminating the knowledge by ensuring security. The staff should be given continuous education and training in knowledge diffusion management. 18. INFORMATION TECHNOLOGY Information Technology is an essential tool for Knowledge Management in Libraries. The latest developments in Information Technology will enable for close linkages between knowledge creators, disseminators and the users. The speed of capturing the knowledge is enhanced and the cost for acquisition is reduced.

International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

A well-designed operational knowledge management system should be designed, developed and implemented using the latest technology available such as upgraded internet, intranet, extranet and existing software. The system developed should have the functionalities of capturing, analysing, selecting, organizing, storing, and allow sharing of internal and external information resources. The effective knowledge exchange among various stakeholders viz., user community, faculty, research scholars, subject specialists, publishers, government agencies, businesses and industries, and other organizations can be achieved by such knowledge management system. The latest information technologies for database and document management such as data warehousing, data mining, text mining, content management, knowledge extraction, knowledge mapping, groupware, and information visualization, etc can be used for knowledge management. There should be enough importance for not only storing knowledge but also for retrieval, sorting and security of the knowledge accumulated. The information technologies relevant to knowledge management include: Internet, Intranet and Extranet; storage architectures; database management systems; metadata; data acquisition and gathering, processing analytically online or offline; retrieval and dissemination, reporting, electronic publishing, messaging; push and pull; sharing of information resources; groupware; middleware; multidimensional analysis and data mining. The key in Knowledge management are the storage architecture, database management system and metadata.

19. KNOWLEDGE APPLICATION MANAGEMENT The knowledge acquired by the libraries is provided to people in the form of services. These services can be provided by: 1. Setting up of Electronic and Virtual Libraries : Traditional Libraries can establish electronic and virtual libraries or information centers for different organizations separately according to their respective information requirements by using abundant information resources on the high-speed information networks. 2. Digitizing the knowledge resources : The information resources has to be transformed into electronic form and integrate them with the already existing ones in the electronic libraries. Sustainable efforts should be made in this direction. 3. Setting up digitized knowledge services: User oriented Innovative methods for creation of digital libraries, knowledge dissemination procedures have to devised for providing digitized knowledge services. 20. USER SERVICES While creating, using and communicating the knowledge the knowledge management provides variety of quality services to the users which are user-oriented. The SDI method can be applied by obtaining the details of the users using user registration, surveys, circulation and interlibrary loans, frequently asked reference questions, and the use of e-journal and digital resources, etc.

International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

The services should be so designed such that they are user-focussed, which maintains the security and privacy of the users details. The important findings from the feedback given by the users in the form of surveys can be considered while planning and designing the library services. A few libraries are enabling the users to create their own virtual library for their personal use. 21. HUMAN RESOURCES MANAGEMENT The knowledge management stresses upon all-round improvement of library staff's quality. The vocational training and lifelong education to library staffs for raising their scientific knowledge level and ability of acquiring and innovating knowledge are essential. This in turn enhances their wisdom potentialities. The library staffs' requirements have to be understood before applying contingency management approach. The rigorous training, regular supervision and control to be imposed on the library staff for getting quantity and quality requirements of work. The staff should be allowed to participate in decision-making and consultation so that their management abilities will come into full play and realize organizational and personal objectives. 22. CONCLUSION Data is a fact, signal and symbol comes in the form of raw observations and measurements. Information is created by analyzing relationships and links between the data. Knowledge is created by using the information for action. Knowledge is the Information which has been processed, organized or structured in some way, or being applied or put into action. Wisdom is created through use of knowledge, through the communication of knowledge users, and through reflection. Knowledge Management is a complex process, where knowledge assets are created, captured, packaged, assesses the requirements of the staff, users and the organization and using such knowledge in provision of service to the society. It is a meticulous, explicit, planned, renewal and application of knowledge related activities and extracting outputs from its knowledge assets. The Knowledge Management Component Architecture consists of knowledge portals, knowledge components, and the knowledge repository. The different types of knowledge are Explicit knowledge and Tacit knowledge. Tacit knowledge is an internalized knowledge of an individual which is subjective, cognitive, acquired by experiential learning and involves lot of human interpretation. Explicit knowledge is a type of knowledge which is objective, rational, and technical; can be easily documented, transferred, learned and taught to others. The Knowledge Management can be successful if the internal tacit knowledge is converted into explicit knowledge, share the retrieved knowledge, and permit the individuals internally to use this knowledge meaningfully.

International Journal of Contemporary Issues (IJCI)

Vol.1 (1) Apr-Jun, 2013

Knowledge management is important for libraries as they have a long and rich experience in the management of information. Many of such knowledge and skills of librarianship can be applied to knowledge management. Information technology and systems can provide effective support in implementing knowledge management. Librarians should work together with IT professionals and others to develop the appropriate knowledge management systems. The Chief Knowledge Officer (CKO) is the highest-ranking person and in charge of knowledge management. The CKO system represents the latest development trends of the information management system of the organizations and marks the transition of information management from the stage of information resources management to that of knowledge management. The knowledge management in libraries will promote the knowledge creation and exchange among library staff, enhance their enthusiasm, fostering learning culture, application of the knowledge and rebuilding the library into a learning institution. The University Libraries should be empowered to develop campus-wide knowledge management systems and reposition themselves in the central stage of and as a leading player in knowledge management.

REFERENCES

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10. Wang Yunhua. Knowledge Economy and the Development of the Library, Library Work & Research. 1999(6), 17-19 11. Cao Yi. The Reorientation of Libraries in the Knowledge Economy Era, Library Work & Research, 1999(3), 24-26 12. www.ifad.org/pub/policy/km/e.pdf, accessed on July 30, 2012 13. Sharma Ajay Kumar, Knowledge management and new generation of libraries information services: A concept, International Journal of Library and Information Services, Vol. 1(2) pp.024-030, March, 2010. 14. Ghosh M (2003). Knowledge management in the digital age: challenges and opportunities in India. In International Conference (Asia-Pacific) 15. Challenges and Opportunities for Libraries and Information Professionals in Knowledge Management, organized by Dept of Library Sciences, Faculty of Humanities, Chaing Mai University, Thailand, pp. 79-89. 16. Alavi, M., and D. Leidner. (1999), Knowledge Management systems: issues, challenges, and benefits. Communications of the Association for Information systems, 1(7), 45-55. 17. McInerney, Claire (2002). Knowledge Management and the Dynamic Nature of Knowledge. Journal of the American Society for Information Science and Technology 53 (12): 1009–1018. DOI:10.1002/asi.10109

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