**2. Knowledge management and organizational culture**

Among the major themes investigated in recent literature on knowledge management, that referring to the change of organizational culture so as to create a culture that promotes learning and the transformation of organizations in learning organizations has a special place. The concept of the learning organization is essential for any knowledge management project because the improvement of knowledge sharing and learning in organizations is at the basis of knowledge management (Skyrme & Amidon, 2002). Researchers and managers have realized that organizations good at learning will range ahead of the competition (Abell & Oxbrow, 2002), and the strong links between learning and knowledge management are often pointed out in literature (Addleson, 2000; Ali et al., 2006; Skyrme & Amidon, 2002). Learning is intrinsic for knowledge management, contributing to the ability of individuals to share knowledge (Ali et al., 2006) and some analysts understand knowledge management as facilitating interaction among people and groups, this interaction being the real source of knowledge creation and sharing (Addleson, 2000). We can say that an organizational culture oriented towards learning, innovation and performance, supporting communication, collaboration, participation, creativity and sharing of knowledge is essential and facilitate any knowledge management initiative or approach.

#### **2.1 Learning and knowledge sharing in organizations**

Experts agree on the need to maximize the responsiveness of organizations to the complexity of the challenges, both in the external environment and within the organization. And learning with the aim of regeneration and development of organizational knowledge is seen as the appropriate response of organizations to what some researchers call the endemic change in society (Quintas, 2002). Turoff at his turn believes that organizations will succeed based on their ability to learn and adapt (Turoff, 1998, as cited in Gregory, 2000).

No matter how we choose to call the successful organization, competent organization (Sanchez, 2001), intelligent organization (Sydänmaanlakka, 2002), open organization (Addleson, 2000) etc., this is based on learning, it is an organization with a culture where people can interact and share knowledge. The learning organization is indicated as the ideal model to which all structures should turn, although building a learning organization is considered a risky activity (Gregory, 2000) in that it involves creating a new organizational culture. But what is a learning organization? In short, we remember the five main activities which Garvin considers as defining for learning organizations "systematic problem solving, experimentation with new approaches, learning from past experiences, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization" (Garvin, 1993, as cited in Gregory, 2000).

Many researchers make references to the individual as a decisive successful factor for knowledge management, despite the importance which is given to teams and groups (Stacey, 2001). And indeed when it comes to learning and knowledge creation and sharing, one must start from the individual and then reach organizational culture which must support these processes massively (Jacobson, 2006), the individual being the one who can interpret and communicate knowledge with other individuals, groups and organizations (King, 2006). But even if individual talent and creativity are at the basis of learning and innovation, ultimately it is the organizational culture that supports these processes (Kanter, 1996).

Learning is seen as a very complex creative process (Sydänmaanlakka, 2002), it is a social activity (Stamps, 2000) and "the natural connection between working and innovating" (Brown & Duguid, 2000). Some experts even speak of generative learning, ie learning that "increases the organization's ability to adapt to dynamic and unexpected situations and to respond creatively to them" (Ali et al., 2006).

Learning takes place at three different levels: individual, group/team and organizational level and specialists refer to the circular interaction between the individual level and the group/organizational level (Stacey, 2001; Sydänmaanlakka, 2002). There have been created many models in this sense. For example, Sanchez proposed the model of the five learning cycles according to which "individuals in organizations create knowledge, individuals and the groups they work in interact to create shared knowledge and to generate new knowledge and groups use their knowledge to undertake coordinated action and to jointly develop new organizational competences" (Sanchez, 2001). For some specialists it seems more appropriate to talk about organizational learning, ie "the ability of the organization to renew itself by changing its values, practices and processes" (Sydänmaanlakka, 2002) than about the learning organization. Analysts of the learning process forewarn not only about the importance and difficulty of learning how to learn, but also about the need to unlearn, to leave behind old knowledge and practices that would not be useful in the future but could represent obstacles to new activities and new forms of management at organizational level (Cope, 2000; Quintas, 2002).

#### **2.2 Organizational culture**

246 New Research on Knowledge Management Models and Methods

their work environment, just as simple application of knowledge management models that proved successful in some organizations do not ensure success in a different context. It is necessary to share knowledge and generate new knowledge, and in order to talk about learning, not only at individual, but also at organizational level, and transforming an organization into a learning organization, it requires a clear strategy to help organizations be able to anticipate, react and respond to the changing environment (Senge, 1990). Similarly, any attempt of implementing knowledge management in an organization must start from the need to adapt this process to the conditions in that organization, from studying the context and characteristics of its field of activity and from designing an

Learning, knowledge sharing and knowledge generation are in a relationship of interdependence. All these processes depend on people, and this refers to the importance of human resources and organizational culture. Even if there is no consensus at this point, after so many years since the breaking out of interest in knowledge management, on its definition, its components, most experts agree on the importance of organizational culture in any knowledge management initiative. The role of organizational culture in the process of knowledge management implementation and in the action of transforming organizations into learning organizations is constantly highlighted in literature. It becomes clear therefore that an organizational culture that fosters learning and knowledge sharing is essential for contemporary organizations seeking increase of their performance and a leading position in

Among the major themes investigated in recent literature on knowledge management, that referring to the change of organizational culture so as to create a culture that promotes learning and the transformation of organizations in learning organizations has a special place. The concept of the learning organization is essential for any knowledge management project because the improvement of knowledge sharing and learning in organizations is at the basis of knowledge management (Skyrme & Amidon, 2002). Researchers and managers have realized that organizations good at learning will range ahead of the competition (Abell & Oxbrow, 2002), and the strong links between learning and knowledge management are often pointed out in literature (Addleson, 2000; Ali et al., 2006; Skyrme & Amidon, 2002). Learning is intrinsic for knowledge management, contributing to the ability of individuals to share knowledge (Ali et al., 2006) and some analysts understand knowledge management as facilitating interaction among people and groups, this interaction being the real source of knowledge creation and sharing (Addleson, 2000). We can say that an organizational culture oriented towards learning, innovation and performance, supporting communication, collaboration, participation, creativity and sharing of knowledge is essential and facilitate

Experts agree on the need to maximize the responsiveness of organizations to the complexity of the challenges, both in the external environment and within the organization. And learning with the aim of regeneration and development of organizational knowledge is seen as the appropriate response of organizations to what some researchers call the endemic

appropriate model adapted for that organization.

their field. Forwards we address this issue.

any knowledge management initiative or approach.

**2.1 Learning and knowledge sharing in organizations** 

**2. Knowledge management and organizational culture** 

The greatest influence on the organization's performance is thus exerted by the organizational culture with all its components, and its transformation, meaning a greater

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 249

operate, the way people search and access information have changed in recent decades, mainly due to the developments in the information and communication technology area. Libraries are no longer the only providers of information and globalization and networking bring serious challenges to these institutions. But libraries should make use now, as so often in the past of the changes in society and exploit them for their advantage and become more competitive. Libraries and information services need an analysis and a change of their functioning models so that they can adapt to the conditions in the market of information

Libraries are organizations with a very long history. They have always adapted to the needs and requirements of society, but kept their core mission and objectives, that is conservation of written cultural and scientific heritage and information dissemination. Libraries have survived many changes because they knew how to adapt. They have transformed their structure and reorganized their services to meet changes and maintain their position in society. Transformations that libraries have gone through over the years have followed the changes in society and come to meet society demands. Libraries and information services have demonstrated a great openness to change, entering into new paradigms many times

At present, for surviving in a globalized economy and for maintaining their position as important players in the knowledge market, libraries and information services must continue to redesign their management systems. They need for this to promote flexibility, transparency, organizational learning, improve efficiency and effectiveness, and they also need permanent training of staff, reassessment and adaptation of working methods to contemporary requirements. At the same time, libraries should give major importance to the policy of competence and co-operation and should have a modern approach to project management, that is results-orientated and centered on the capitalization of the major strategic resources of the current society – information and knowledge – that define and shape actions, interactions, human activities and institutions. Higher levels of performance and continuous innovation can be achieved by libraries and information services through the identification and development of better ways to manage and exploit knowledge assets. It appears that knowledge management is nowadays the foundation of organizational development in all fields of activity. And the relationship between knowledge management and libraries and information services is "an organic one, based on the movement forms of information as a joint constituent element" (Stoica, 2006). For being successful in this globalized world, libraries and information services should become knowledge driven organizations. Knowledge management practices will allow them to function effectively and efficiently in this environment. Some libraries have already turned into learning and knowledge centres, others invest now in implementing solutions for managing better their knowledge resources, but these initiatives should consider how librarians create, acquire, share and use knowledge effectively. Development of practices that allow collective experience and learning is important in libraries and information services too because the benefits will be for the individual, the group and the organization as a whole. Roberts and Rowley emphasize in the context of libraries the need to understand the complexity and

significance of the individual, groups and teams (Roberts & Rowley, 2004).

Libraries and information services should act as "living organizations", should build and develop a culture that fosters thinking, learning, creating and sharing knowledge. For sharing knowledge is necessary to have within libraries open communication, interpersonal context, trust, transparency of decision making, appropriate rewards, teamwork,

transfer and deal with the more specific requirements of users.

along their history.

emphasis on knowledge sharing, must be the key point in the organization's strategy (Webb, 1998). The elements of organizational culture exert their influence on the way organization "thinks, feels and acts" (Hofstede, 1996). This influence is exercised not only on the organization long-term activity, it also refers to its daily work and thus reflects on the organization's overall performance. A thoroughly investigation and understanding of organizational culture must cover all its components and also all levels on which they manifest, from physical features of the organization, to perception, relationships between employees, practices, habits and values promoted within the organization.

The existence of a shared vision guides the organization in one direction, creates an environment that allows and encourages learning. The same workculture as well as common language and ground lead to better communication and better sharing of knowledge (Davenport & Prusak, 1998) and actually create competitive advantage. Because the essential difference between organizations and which leads eventually to market advantage and success is given by the state in which these resources are found, namely, whether knowledge is found only in the minds of employees, if shared among employees or recognized and used throughout the organization (Sanchez, 2001).

Generating new knowledge is dependent on the organizational culture and in order to improve knowledge sharing and generation an interactive context must be developed and maintained. Because only when organizational culture allows and encourages change, expression of ideas, participation, communication, and dialogue, then learning and knowledge sharing are possible.

When discussing about knowledge resources and their flow in organizations, cultural, physical and organizational barriers should not be overlooked (Barrett, 2000). In terms of knowledge sharing, studying and understanding how this takes place can provide ways to identify and overcome these barriers (Lindsey, 2006). However there are researchers (Firestone & McElroy, 2003) who do not consider that failure of knowledge sharing in organizations is due to cultural barriers and do not give so much importance to the process of changing the organizational culture for implementing knowledge management in that it has only a small role and there are many other factors that influence knowledge management processes.

In the context of all these issues discussed in recent literature that analyzes the knowledge economy with its global competition and continuous changes, the process of knowledge management and the importance of organizational culture, we turned our attention to a particular type of organizations that play a key role in the knowledge-based society, namely libraries and information services, and we proposed to investigate how they could implement knowledge management in order to meet the challenges of the current environment. Thus, we conducted a research that spanned a period of five years to develop a general model for implementing knowledge management in libraries and information services and to identify and outline the directions for creating in these organizations a culture of a learning and knowledge sharing. Developing organizational practices and a culture centered on the ability to create and assimilate new knowledge and to share knowledge will assist libraries and information services with protecting themselves in front of changes and redesigning their management systems.

### **3. Libraries and information services in the knowledge-based society**

Libraries and information services, like other organizations in current society are faced with an acceleration of changes and a growing competition. The environment in which libraries

emphasis on knowledge sharing, must be the key point in the organization's strategy (Webb, 1998). The elements of organizational culture exert their influence on the way organization "thinks, feels and acts" (Hofstede, 1996). This influence is exercised not only on the organization long-term activity, it also refers to its daily work and thus reflects on the organization's overall performance. A thoroughly investigation and understanding of organizational culture must cover all its components and also all levels on which they manifest, from physical features of the organization, to perception, relationships between

The existence of a shared vision guides the organization in one direction, creates an environment that allows and encourages learning. The same workculture as well as common language and ground lead to better communication and better sharing of knowledge (Davenport & Prusak, 1998) and actually create competitive advantage. Because the essential difference between organizations and which leads eventually to market advantage and success is given by the state in which these resources are found, namely, whether knowledge is found only in the minds of employees, if shared among employees or

Generating new knowledge is dependent on the organizational culture and in order to improve knowledge sharing and generation an interactive context must be developed and maintained. Because only when organizational culture allows and encourages change, expression of ideas, participation, communication, and dialogue, then learning and

When discussing about knowledge resources and their flow in organizations, cultural, physical and organizational barriers should not be overlooked (Barrett, 2000). In terms of knowledge sharing, studying and understanding how this takes place can provide ways to identify and overcome these barriers (Lindsey, 2006). However there are researchers (Firestone & McElroy, 2003) who do not consider that failure of knowledge sharing in organizations is due to cultural barriers and do not give so much importance to the process of changing the organizational culture for implementing knowledge management in that it has only a small role and there are many other factors that influence knowledge

In the context of all these issues discussed in recent literature that analyzes the knowledge economy with its global competition and continuous changes, the process of knowledge management and the importance of organizational culture, we turned our attention to a particular type of organizations that play a key role in the knowledge-based society, namely libraries and information services, and we proposed to investigate how they could implement knowledge management in order to meet the challenges of the current environment. Thus, we conducted a research that spanned a period of five years to develop a general model for implementing knowledge management in libraries and information services and to identify and outline the directions for creating in these organizations a culture of a learning and knowledge sharing. Developing organizational practices and a culture centered on the ability to create and assimilate new knowledge and to share knowledge will assist libraries and information services with protecting themselves in front

**3. Libraries and information services in the knowledge-based society** 

Libraries and information services, like other organizations in current society are faced with an acceleration of changes and a growing competition. The environment in which libraries

employees, practices, habits and values promoted within the organization.

recognized and used throughout the organization (Sanchez, 2001).

of changes and redesigning their management systems.

knowledge sharing are possible.

management processes.

operate, the way people search and access information have changed in recent decades, mainly due to the developments in the information and communication technology area. Libraries are no longer the only providers of information and globalization and networking bring serious challenges to these institutions. But libraries should make use now, as so often in the past of the changes in society and exploit them for their advantage and become more competitive. Libraries and information services need an analysis and a change of their functioning models so that they can adapt to the conditions in the market of information transfer and deal with the more specific requirements of users.

Libraries are organizations with a very long history. They have always adapted to the needs and requirements of society, but kept their core mission and objectives, that is conservation of written cultural and scientific heritage and information dissemination. Libraries have survived many changes because they knew how to adapt. They have transformed their structure and reorganized their services to meet changes and maintain their position in society. Transformations that libraries have gone through over the years have followed the changes in society and come to meet society demands. Libraries and information services have demonstrated a great openness to change, entering into new paradigms many times along their history.

At present, for surviving in a globalized economy and for maintaining their position as important players in the knowledge market, libraries and information services must continue to redesign their management systems. They need for this to promote flexibility, transparency, organizational learning, improve efficiency and effectiveness, and they also need permanent training of staff, reassessment and adaptation of working methods to contemporary requirements. At the same time, libraries should give major importance to the policy of competence and co-operation and should have a modern approach to project management, that is results-orientated and centered on the capitalization of the major strategic resources of the current society – information and knowledge – that define and shape actions, interactions, human activities and institutions. Higher levels of performance and continuous innovation can be achieved by libraries and information services through the identification and development of better ways to manage and exploit knowledge assets.

It appears that knowledge management is nowadays the foundation of organizational development in all fields of activity. And the relationship between knowledge management and libraries and information services is "an organic one, based on the movement forms of information as a joint constituent element" (Stoica, 2006). For being successful in this globalized world, libraries and information services should become knowledge driven organizations. Knowledge management practices will allow them to function effectively and efficiently in this environment. Some libraries have already turned into learning and knowledge centres, others invest now in implementing solutions for managing better their knowledge resources, but these initiatives should consider how librarians create, acquire, share and use knowledge effectively. Development of practices that allow collective experience and learning is important in libraries and information services too because the benefits will be for the individual, the group and the organization as a whole. Roberts and Rowley emphasize in the context of libraries the need to understand the complexity and significance of the individual, groups and teams (Roberts & Rowley, 2004).

Libraries and information services should act as "living organizations", should build and develop a culture that fosters thinking, learning, creating and sharing knowledge. For sharing knowledge is necessary to have within libraries open communication, interpersonal context, trust, transparency of decision making, appropriate rewards, teamwork,

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 251

organizational development, their managerial style, knowledge sharing, their embracing of creativity, innovation, performance, communication, change, collaboration and continuous professional development amongst other elements. The questionnaire consisted of 10 questions and eighty questionnaires were distributed at random to the library staff in the five participant institutions. There was a satisfactory reply rate of 82.5%. The results showed that regarding the values promoted by the organizational culture in their library, the participants indicated performance, professionalism, efficiency, teamwork, communication, competition, and innovation. Most of the librarians in the survey were open to the idea of knowledge sharing and many of them characterized the managerial style in their

The methodology of the study evolved over time and because we considered that for studying the organizational culture we needed more direct contact with the library staff and the organization environment, and a greater closeness to the specific values and the activity of that organization, we included other two methods, interviews and observation. Starting with March 2007 we focused our reserach just on one library, the Central Library of the "Carol Davila" University of Medicine and Pharmacy - Bucharest. We decided to focus our research only on one of the libraries surveyed in the previous study, having in view that the results were similar in the participant libraries and also considering that in the case of a smaller scale study we would be able to come with some concrete solutions, suitable for that library. We chose this library also because it proved a great availability over the years for research, this library being involved in other studies too, for example user studies (Porumbeanu, 2008, 2009a, 2009b). 28 semi-structured interviews of approximately 30 minutes in length with staff from all levels were conducted to ensure an adequate representation. There were also six informal follow-up interviews. They all took place between March-June 2007. The third method, observation of meetings refers to observations of eight staff meetings at the same library between September 2007 and December 2009. The interviews and observations offered us data from "inside", staff points of view and clarified

By analyzing the data collected and the results achieved we could design in 2006 a strategic model for implementing knowledge management (Madge, 2011) and after that, in 2010 we also outlined courses of action to create a culture of learning and knowledge sharing in libraries and information services. However, detailed presentation of the results of this research is not subject to material. We propose in this paper to present briefly the model for implementing knowledge management in libraries and information services and the outline of the framework for creating an organizational culture oriented towards learning and

**5. Strategic model for implementing knowledge management in libraries and** 

Despite some common elements and depending on their particular field of activity, organizations present a number of features including the nature of the products and services they produce, their clientele or the public. They therefore require appropriate ways of implementing the new functions of management corresponding to specific conditions found in each organization. Starting with these issues, based on our research results but also reports of applications of knowledge management in organizations from different countries and industries identified in a review of the literature, and bearing in mind the characteristics

organizations as being one that creates a stimulating climate (Porumbeanu, 2010).

specific aspects of the organizational culture in the library studied.

knowledge sharing in this type of organizations.

**information services** 

cooperation, etc. All these aspects enable, support and facilitate learning. In libraries and information services it must be understood the way in which new knowledge is generated at the group level, what motivates librarians to share what they know, how knowledge is shared and managed among the employees.

In this study we address some of the issues to be considered when they want to transform the organizational culture and orientate it towards learning and knowledge sharing and to implement knowledge management in libraries and information services.

Libraries and information services should encourage and support at organizational level training and development of well-knit communities that collaborate and learn. They should encourage employees to develop and express new ideas, to participate in all activities and decisions within the library. Participation and knowledge sharing contribute to the development and transformation of libraries and information services into learning and also long-term successful organizations.
