**4. Conducting the research**

This study is based on research conducted between October 2004 and December 2009. For the data collection we used a multi-method approach which included questionnaire surveys in large Romanian libraries, semi-structured interviews with the library staff and participant observation of staff meetings in one of the library on which we focused our research beginning with March 2007. The combination of these three methods gave us the possibility to use data obtained through these different techniques and offered a large and complete perspective of the aspects investigated. This approach helped us with a better understanding of the collected data and ensured an increased validity of the results. We proposed in 2004 to carry out a study on knowledge management in Romanian libraries and information services and starting from the first results we focused on the organizational culture in Romanian libraries and on the aspects that could lead to the transformation of the organizational culture in one that encourages learning and knowledge sharing and on the elements of a model for implementing knowledge management in libraries and information services.

An initial study, the first ever in Romania regarding knowledge management in the field of library and information services, took place between October-November 2004 in four Romanian libraries and information services and it investigated on the basis of a questionnaire consisting of 14 questions whether a favourable climate for effective knowledge management could be identified. Eighty questionnaires were randomly distributed to the library staff in the participant institutions. There was a response rate of 85%. We identified enough elements that could support the creation of such a culture over the next few years. Most of the librarians who participated in this study were familiar with this new process, having a fairly good perception of what knowledge management represents, were open to the idea of knowledge sharing and considered the implementation of a knowledge management strategy by their organizations as necessary and beneficial (Porumbeanu, 2006; Madge, 2010).

Starting from the results of this first study that showed that a culture of knowledge sharing amongst the participant librarians did not exist, we undertook a second questionnaire survey between December 2006 and January 2007 which analyzed the particular characteristics of the organizational culture in five large Romanian academic libraries, namely the values promoted by this culture, their policies concerning staff, and

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

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

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

This study is based on research conducted between October 2004 and December 2009. For the data collection we used a multi-method approach which included questionnaire surveys in large Romanian libraries, semi-structured interviews with the library staff and participant observation of staff meetings in one of the library on which we focused our research beginning with March 2007. The combination of these three methods gave us the possibility to use data obtained through these different techniques and offered a large and complete perspective of the aspects investigated. This approach helped us with a better understanding of the collected data and ensured an increased validity of the results. We proposed in 2004 to carry out a study on knowledge management in Romanian libraries and information services and starting from the first results we focused on the organizational culture in Romanian libraries and on the aspects that could lead to the transformation of the organizational culture in one that encourages learning and knowledge sharing and on the elements of a model for implementing knowledge management in libraries and information

An initial study, the first ever in Romania regarding knowledge management in the field of library and information services, took place between October-November 2004 in four Romanian libraries and information services and it investigated on the basis of a questionnaire consisting of 14 questions whether a favourable climate for effective knowledge management could be identified. Eighty questionnaires were randomly distributed to the library staff in the participant institutions. There was a response rate of 85%. We identified enough elements that could support the creation of such a culture over the next few years. Most of the librarians who participated in this study were familiar with this new process, having a fairly good perception of what knowledge management represents, were open to the idea of knowledge sharing and considered the implementation of a knowledge management strategy by their organizations as necessary and beneficial

Starting from the results of this first study that showed that a culture of knowledge sharing amongst the participant librarians did not exist, we undertook a second questionnaire survey between December 2006 and January 2007 which analyzed the particular characteristics of the organizational culture in five large Romanian academic libraries, namely the values promoted by this culture, their policies concerning staff, and

implement knowledge management in libraries and information services.

shared and managed among the employees.

long-term successful organizations.

**4. Conducting the research** 

(Porumbeanu, 2006; Madge, 2010).

services.

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

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 specific aspects of the organizational culture in the library studied.

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 knowledge sharing in this type of organizations.

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

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

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 253

these activities are knowledge organization and preservation, information search and retrieval, information dissemination and development of added value information products. To know how to carry out these activities effectively and efficiently, in ways that other organizations cannot copy is a primary source of value that cannot be purchased from external markets. Therefore, firstly libraries and information services should identify and focus on those few processes which they do best, developing and improving them all the time. Through a variety of mechanisms of organizational learning, libraries and information services can create, collect, and use the knowledge necessary in these processes. Based on this knowledge, they can develop new operating procedures and improve the existing ones. Organizational learning is essential and it must be fostered and enhanced continuously. The second fundamental element of our model is represented by the people, the human resources and the organizational culture. The chances of success in the implementation of knowledge management is almost non-existent in any kind of organization, including libraries and information services, without development of a collective culture open to change. Here learning, creativity and quality are valued and sought, where the acquisition of new skills and knowledge is an ongoing process, where investment in human capital, in the further training of employees, is essential. Developing a better strategy for communication, creating a coherent context for the systems and the people in the organization are steps that necessarily must be taken. The existence of a unified culture will reduce the barriers of communication and will lead to closer co-operation within the organization. There must be, therefore, a framework created whose components (vision, strategy, values, etc.) recognize the benefits that derive from supporting organizational learning and knowledge sharing. Communities of practice (an important source of expertise for the organization) should be encouraged, as should communication and a team culture where exchange of ideas and information leads to the creation of added value. For an increased efficiency in knowledge management an online discussion forum may be created, which certainly will improve the processes of organizational learning, sharing of knowledge and expertise. Managers must take appropriate measures so that knowledge sharing takes place, perhaps leading to the establishment of organizational changes to encourage greater use of this forum. Changes could include, for example, recording weekly statistics indicating the system users by employee. Frequent users could be rewarded. Internal procedures could also be changed to ensure the immediate capture and use of information during the various projects undertaken by the organization. A system must be set up for periodic evaluations and rewards to encourage people to contribute with their knowledge and to use the

This brings us to the third fundamental element of our model, namely the technology that can underpin the process of knowledge management by improving the methods of organizational learning and knowledge sharing. Technology plays a fundamental role in creating a culture and an infrastructure to stimulate and enable access to knowledge and expertise existing in the organization. Knowledge management systems based on the new technologies may collect the relevant knowledge and experience in an organization and may make it available anywhere and anytime, thus supporting the processes taking place and decisions that are taken within the library or the information service. They can also connect these institutions to external sources of knowledge. Knowledge management systems support the processes of identification and codification, sharing and distribution of knowledge, and also the processes of generation of new knowledge and integration of this into the organization. Applications of knowledge management support libraries and information services in creating knowledge

knowledge of others.

of the institutions involved in the information transfer, we believe that in order to obtain optimal results in the implementation of this new function in libraries and information services, managers must focus on creating a specific model, adapted to the needs and conditions of their structures. The model should be based on an in-depth analysis of the organization and the relationships within it, and those with the external environment. We designed in 2006 a strategic model (Figure 1) and formulated a few basic ideas which could be the starting point in implementing knowledge management in libraries and information services (Porumbeanu, 2006, 2009c).

The value of products and services provided by libraries and other information services has always relied not only on tangible resources, but also on the intangible ones, their knowledge assets. And today, these organizations may have a higher performance compared to other structures that appear in the market of information transfer, because they have a better knowledge of the ways in which they can create and provide quality information products and services to meet user needs. And this is thanks to their long institutional experience and also to their staff and their specialist training. The organizational knowledge, both in its practices and procedures and which the specialists possess, is difficult to imitate, it is unique and can be transformed into strategic benefits in the long term.

Fig. 1. Strategic model for knowledge management in libraries and information services

Therefore, the fundamental idea from which our model starts is that in contemporary society, the essential skills, based on knowledge, underlying the few activities which libraries and information services do best, are their key organizational assets. Developing unique products and services or developing them at a lower cost than competitors is based on superior knowledge of these processes. In the case of libraries and information services

of the institutions involved in the information transfer, we believe that in order to obtain optimal results in the implementation of this new function in libraries and information services, managers must focus on creating a specific model, adapted to the needs and conditions of their structures. The model should be based on an in-depth analysis of the organization and the relationships within it, and those with the external environment. We designed in 2006 a strategic model (Figure 1) and formulated a few basic ideas which could be the starting point in implementing knowledge management in libraries and information

The value of products and services provided by libraries and other information services has always relied not only on tangible resources, but also on the intangible ones, their knowledge assets. And today, these organizations may have a higher performance compared to other structures that appear in the market of information transfer, because they have a better knowledge of the ways in which they can create and provide quality information products and services to meet user needs. And this is thanks to their long institutional experience and also to their staff and their specialist training. The organizational knowledge, both in its practices and procedures and which the specialists possess, is difficult to imitate, it is unique and can be transformed into strategic benefits in

> Processes of knowledge creation, organization, dissemination, use and, sharing

Productive use of knowledge **/**  Generation of new knowledge

Fig. 1. Strategic model for knowledge management in libraries and information services

Knowledge Manager

Therefore, the fundamental idea from which our model starts is that in contemporary society, the essential skills, based on knowledge, underlying the few activities which libraries and information services do best, are their key organizational assets. Developing unique products and services or developing them at a lower cost than competitors is based on superior knowledge of these processes. In the case of libraries and information services

services (Porumbeanu, 2006, 2009c).

the long term.

Organizational Culture;

Communities of Practice,etc.

Human Resources,

Technological Infrastructure

these activities are knowledge organization and preservation, information search and retrieval, information dissemination and development of added value information products. To know how to carry out these activities effectively and efficiently, in ways that other organizations cannot copy is a primary source of value that cannot be purchased from external markets. Therefore, firstly libraries and information services should identify and focus on those few processes which they do best, developing and improving them all the time. Through a variety of mechanisms of organizational learning, libraries and information services can create, collect, and use the knowledge necessary in these processes. Based on this knowledge, they can develop new operating procedures and improve the existing ones. Organizational learning is essential and it must be fostered and enhanced continuously.

The second fundamental element of our model is represented by the people, the human resources and the organizational culture. The chances of success in the implementation of knowledge management is almost non-existent in any kind of organization, including libraries and information services, without development of a collective culture open to change. Here learning, creativity and quality are valued and sought, where the acquisition of new skills and knowledge is an ongoing process, where investment in human capital, in the further training of employees, is essential. Developing a better strategy for communication, creating a coherent context for the systems and the people in the organization are steps that necessarily must be taken. The existence of a unified culture will reduce the barriers of communication and will lead to closer co-operation within the organization. There must be, therefore, a framework created whose components (vision, strategy, values, etc.) recognize the benefits that derive from supporting organizational learning and knowledge sharing. Communities of practice (an important source of expertise for the organization) should be encouraged, as should communication and a team culture where exchange of ideas and information leads to the creation of added value. For an increased efficiency in knowledge management an online discussion forum may be created, which certainly will improve the processes of organizational learning, sharing of knowledge and expertise. Managers must take appropriate measures so that knowledge sharing takes place, perhaps leading to the establishment of organizational changes to encourage greater use of this forum. Changes could include, for example, recording weekly statistics indicating the system users by employee. Frequent users could be rewarded. Internal procedures could also be changed to ensure the immediate capture and use of information during the various projects undertaken by the organization. A system must be set up for periodic evaluations and rewards to encourage people to contribute with their knowledge and to use the knowledge of others.

This brings us to the third fundamental element of our model, namely the technology that can underpin the process of knowledge management by improving the methods of organizational learning and knowledge sharing. Technology plays a fundamental role in creating a culture and an infrastructure to stimulate and enable access to knowledge and expertise existing in the organization. Knowledge management systems based on the new technologies may collect the relevant knowledge and experience in an organization and may make it available anywhere and anytime, thus supporting the processes taking place and decisions that are taken within the library or the information service. They can also connect these institutions to external sources of knowledge. Knowledge management systems support the processes of identification and codification, sharing and distribution of knowledge, and also the processes of generation of new knowledge and integration of this into the organization. Applications of knowledge management support libraries and information services in creating knowledge

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 255

Processes of

knowledge creation, use and sharing

> Co-operative Networks / Partnerships

Human Resources

Our model centrally places the knowledge assets of the organization (which are in the minds of people, in the organization processes, practices and activities) and those from the external environment, at organizational level where there are co-operative relationships, and is designed to support the expansion and improvement of those main activities deployed by libraries and information services: the acquisition, organization, processing, and preservation of documents; information search and retrieval; information dissemination; development of

The phases of the model (Figure 3) are not necessarily dependent on each other, so that we need not complete a stage and only then move to the next. They can also be addressed in a different order, not only in that set out below. These steps should rather be seen as some steps to be taken, regardless of the path chosen, each library or information service setting out on an individual basis, depending on the specific functions and resources (human, financial, time, etc.) available, the importance of these stages in order to achieve the goals and the order in which these steps must be completed. For example, developing an organizational culture open to sharing knowledge can be the first action that a library initiates, as is perhaps the most important step, but the most difficult in any project for implementation of knowledge management. Also, creating a post of knowledge manager may well be a decision that is put into practice as soon as a library has decided to implement

The model includes a series of relationships which should be established at library or information service level, but also at the level of the partnerships established with other organizations. The relationships within the partners should be at the knowledge managers' level for effective coordination and functioning of co-operation or directly between specialists in the libraries and information services who can co-operate in various activities in which they are engaged. These

information products; provision of information services for users, etc.

Fig. 2. The role of knowledge manager

Knowledge Manager

Technological Infrastructure

knowledge management.

relationships are represented schematically in Figure 4.

maps, registers of the collective knowledge of employees, indicating specific areas of their expertise. It also provides support in identifying and sharing best practices, in encoding experts' knowledge so that it can be registered on the information system and used by other members of the organization. Information systems can promote organizational learning. With these systems, knowledge can be preserved in the organizational memory for the training of future employees and for helping them in making decisions. People can be directed to specific areas of expertise, can get in touch with those who possess knowledge, can easily identify experts and tacit knowledge can be shared. The role of information technology underpins the ability to raise and improve collaboration and communication among employees, and between them and practitioners and experts from outside the institution. This helps enormously in the innovation process. Technology makes available the organizational knowledge. But precisely the type of system that can facilitate information flow and knowledge management in libraries and information services must be identified. Specifically systems that help these organizations understand and respond better to the requirements of their environment. External and internal networks, databases, techniques for extracting data, and other applications based on the new technologies of information and communications can also help libraries and information services in capturing, organizing and using the knowledge base they possess.

We introduce here the fourth fundamental element of the model, networks, the partnerships with other structures of the same type or with structures with similar activities. Libraries and information services should be organized in networks, which through all the human, information, knowledge and technology resources they possess, will have more ways to use human knowledge productively and thereby will be more efficient and more competitive. By applying information and knowledge they will be able to generate new knowledge, will be able to process information and develop advanced communication tools. Also, as part of a network they will be able to focus on creating and improving the facilities and infrastructure that encourage and support learning. Designing, implementing and managing partnership programmes with other public or private organizations are necessary actions to stimulate research, innovation and new knowledge generation. Libraries and information services have to be constantly in search of new opportunities for collaboration. They must identify, develop and use the best practices in scientific co-operation, exploit the potential of information and communication technologies to help develop strategies and activities in co-operation with other organizations. Expanding partnerships, involvement in international research programmes, development of modern applications for their actions, the interconnection of all their departments, will enhance the quality of activities of libraries and information services and of the products and services they provide to users. Through partnerships and networks, libraries and information services will have more knowledge assets, and although many difficulties can appear in sharing these assets, information and communications technologies can provide solutions to overcome these difficulties.

A fifth key element for the success of the knowledge management project is the creation of the position of knowledge manager. Its holder will deal with all that makes up the knowledge strategy for that organization. They will co-ordinate the technological infrastructure, human resources, the processes of creation, use and sharing of knowledge, the co-operative relationships of the organization (Figure 2). They will be responsible for the smooth running of the process of knowledge management within the library or the information service, will co-ordinate the design and implementation of knowledge management programmes and systems, will find new sources of knowledge and will identify new ways of effective use of knowledge in the organization.

maps, registers of the collective knowledge of employees, indicating specific areas of their expertise. It also provides support in identifying and sharing best practices, in encoding experts' knowledge so that it can be registered on the information system and used by other members of the organization. Information systems can promote organizational learning. With these systems, knowledge can be preserved in the organizational memory for the training of future employees and for helping them in making decisions. People can be directed to specific areas of expertise, can get in touch with those who possess knowledge, can easily identify experts and tacit knowledge can be shared. The role of information technology underpins the ability to raise and improve collaboration and communication among employees, and between them and practitioners and experts from outside the institution. This helps enormously in the innovation process. Technology makes available the organizational knowledge. But precisely the type of system that can facilitate information flow and knowledge management in libraries and information services must be identified. Specifically systems that help these organizations understand and respond better to the requirements of their environment. External and internal networks, databases, techniques for extracting data, and other applications based on the new technologies of information and communications can also help libraries and information

services in capturing, organizing and using the knowledge base they possess.

communications technologies can provide solutions to overcome these difficulties.

identify new ways of effective use of knowledge in the organization.

A fifth key element for the success of the knowledge management project is the creation of the position of knowledge manager. Its holder will deal with all that makes up the knowledge strategy for that organization. They will co-ordinate the technological infrastructure, human resources, the processes of creation, use and sharing of knowledge, the co-operative relationships of the organization (Figure 2). They will be responsible for the smooth running of the process of knowledge management within the library or the information service, will co-ordinate the design and implementation of knowledge management programmes and systems, will find new sources of knowledge and will

We introduce here the fourth fundamental element of the model, networks, the partnerships with other structures of the same type or with structures with similar activities. Libraries and information services should be organized in networks, which through all the human, information, knowledge and technology resources they possess, will have more ways to use human knowledge productively and thereby will be more efficient and more competitive. By applying information and knowledge they will be able to generate new knowledge, will be able to process information and develop advanced communication tools. Also, as part of a network they will be able to focus on creating and improving the facilities and infrastructure that encourage and support learning. Designing, implementing and managing partnership programmes with other public or private organizations are necessary actions to stimulate research, innovation and new knowledge generation. Libraries and information services have to be constantly in search of new opportunities for collaboration. They must identify, develop and use the best practices in scientific co-operation, exploit the potential of information and communication technologies to help develop strategies and activities in co-operation with other organizations. Expanding partnerships, involvement in international research programmes, development of modern applications for their actions, the interconnection of all their departments, will enhance the quality of activities of libraries and information services and of the products and services they provide to users. Through partnerships and networks, libraries and information services will have more knowledge assets, and although many difficulties can appear in sharing these assets, information and

Our model centrally places the knowledge assets of the organization (which are in the minds of people, in the organization processes, practices and activities) and those from the external environment, at organizational level where there are co-operative relationships, and is designed to support the expansion and improvement of those main activities deployed by libraries and information services: the acquisition, organization, processing, and preservation of documents; information search and retrieval; information dissemination; development of information products; provision of information services for users, etc.

The phases of the model (Figure 3) are not necessarily dependent on each other, so that we need not complete a stage and only then move to the next. They can also be addressed in a different order, not only in that set out below. These steps should rather be seen as some steps to be taken, regardless of the path chosen, each library or information service setting out on an individual basis, depending on the specific functions and resources (human, financial, time, etc.) available, the importance of these stages in order to achieve the goals and the order in which these steps must be completed. For example, developing an organizational culture open to sharing knowledge can be the first action that a library initiates, as is perhaps the most important step, but the most difficult in any project for implementation of knowledge management. Also, creating a post of knowledge manager may well be a decision that is put into practice as soon as a library has decided to implement knowledge management.

The model includes a series of relationships which should be established at library or information service level, but also at the level of the partnerships established with other organizations. The relationships within the partners should be at the knowledge managers' level for effective coordination and functioning of co-operation or directly between specialists in the libraries and information services who can co-operate in various activities in which they are engaged. These relationships are represented schematically in Figure 4.

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 257

identification of knowledge resources and skills in the organization in order to exploit

Implementing knowledge management in libraries and information services will lead to the improved ability of these organizations to learn, identify and use knowledge from internal and external resources in their processes and activities. It will also lead to the generation of new knowledge, to the development of new procedures and practices to optimize integration and sharing of knowledge within organizations. A knowledge management programme tailored to the specific conditions in libraries and information services, once put into practice, can reduce costs, increase revenue, increase staff efficiency, improve the activities, products and services offered to users, in short improve the performance of libraries and information services and

Fig. 4. Relationships at the library or information service and at partnership level

identification of the potential external partners for collaboration.

secure a good position for them in the knowledge market.

these resources;

Fig. 3. Phases in implementing knowledge management in libraries and information services

Modes of action must be decided at organizational level by each manager because each institution has a specific environment, the characteristics of organizational culture being different in all structures. As a whole each organization will react in a specific way differently from other structures, even if they are the same type. For example, for operational changes to the organizational culture, each structure must identify the best ways to motivate people to share and use knowledge.

The consequences of the implementation of a knowledge management project can be manifested in different ways. Results of actions may occur faster or slower depending on the circumstances in each library or information service. Acting in the same way in two different organizations, we will not achieve the same results.

In the case of libraries, partnerships for knowledge management can be established through existing networks at public, school and university level by the interconnection of all these institutions, then a partnership at national level could be constructed through the participation of these structural networks, but also of others (Figure 5). In the case of academic libraries, for example, co-operation at the level of the field / discipline can lead to expansion both in breadth and depth.

The model of implementation of knowledge management in libraries and information services allows:

 identification of the most important processes, products and services of libraries and information services and their evaluation;


Internal analysis of the organization

Identification of the best and most requested products and services of the organization

Identification of the internal knowledge resources which are at the basis of these products and services

Identification of the unique skills that are within the organization and are necessary for achieving the products and services offered to users

Developing and improving these skills and knowledge through the process of organizational learning

Developing an organizational culture open to change, learning, knowledge sharing etc.

Developing a better communication strategy at organizational level

Identification and implementation of those technologies that can facilitate organizational learning, knowledge sharing, interconnection with other organizations, etc.

Analysis of the external environment

Creation of a knowledge manager position at the organization level

Fig. 3. Phases in implementing knowledge management in libraries and information services Modes of action must be decided at organizational level by each manager because each institution has a specific environment, the characteristics of organizational culture being different in all structures. As a whole each organization will react in a specific way differently from other structures, even if they are the same type. For example, for operational changes to the organizational culture, each structure must identify the best ways

The consequences of the implementation of a knowledge management project can be manifested in different ways. Results of actions may occur faster or slower depending on the circumstances in each library or information service. Acting in the same way in two

In the case of libraries, partnerships for knowledge management can be established through existing networks at public, school and university level by the interconnection of all these institutions, then a partnership at national level could be constructed through the participation of these structural networks, but also of others (Figure 5). In the case of academic libraries, for example, co-operation at the level of the field / discipline can lead to

The model of implementation of knowledge management in libraries and information

identification of the most important processes, products and services of libraries and

to motivate people to share and use knowledge.

expansion both in breadth and depth.

information services and their evaluation;

services allows:

different organizations, we will not achieve the same results.

Implementing knowledge management in libraries and information services will lead to the improved ability of these organizations to learn, identify and use knowledge from internal and external resources in their processes and activities. It will also lead to the generation of new knowledge, to the development of new procedures and practices to optimize integration and sharing of knowledge within organizations. A knowledge management programme tailored to the specific conditions in libraries and information services, once put into practice, can reduce costs, increase revenue, increase staff efficiency, improve the activities, products and services offered to users, in short improve the performance of libraries and information services and secure a good position for them in the knowledge market.

Fig. 4. Relationships at the library or information service and at partnership level

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 259

In the specific context of libraries and information services as key players in this market, everything must be designed taking into account the challenges which the information and knowledge society has brought in their domain, the impact it has had on the role of librarians and on the information needs of users, the fast development of information and communication technologies and the explosion of digital information resources to which libraries have increasingly turned and which have led to significant changes of the way in which information services are provided to users (Hornby & Clarke, 2003; Limb, 2004). Libraries must use to their advantage all these changes regarding digital resources and

The importance of organizational culture comes also from the fact that it has influence on so many organizational levels: mission and objectives, policies and procedures, decision making, communication process, continuing professional development of employees, employee attitudes and behavior, values promoted by the organization, management style, the position libraries and information services occupy in their domain, relationships with

According to our model, the knowledge manager tasks and responsibilities are (Figure 6): to identify necessary changes at the organizational culture level and to find ways to

to work for building a culture that fosters open communication, experts networking,

to work for building a knowledge management infrastructure (design, implementation,

to handle the identification, acquirement, organization, protection, distribution, and

to coordinate the process of creating and using knowledge (development of new

to coordinate the relationships with external partners and providers of information and

Vision and leadership are essential for this whole approach because they will support

For creating a culture of learning and knowledge sharing in libraries and information services we believe that action must be taken in four major directions (Figure 7) aimed at:

Communication plays a vital role in the efficient functioning of any organization. The existence of a shared vision depends on how communication occurs in the organization. It is not possible to know and understand very good the library mission, its objectives, and policies etc. without effective communication. Participation, involvement, dialogue, expressing new ideas, empowering employees should be encouraged, but this is not possible without creating conditions for effective communication and facilitating multidirectional communication

the policy on training and continuing professional development of employees;

etc., in short a culture oriented towards learning and knowledge sharing;

monitoring, evaluation of human, library, and technological resources, etc.);

to design the knowledge strategy at the level of the whole organization;

to coordinate knowledge management programs and systems;

the external environment, employee motivation, performance etc.

to support and promote organizational learning;

to work for developing forms of co-operation;

products and services, market research etc.);

 the communication process at organizational level; the motivation and reward system for employees;

the system of the values promoted at organizational level.

achievement of these tasks and responsibilities.

sharing of knowledge resources;

knowledge.

implement these changes;

networks.

#### **6. Framework for creating a learning and knowledge sharing culture in libraries and information services**

Orientation of organizational culture towards learning and knowledge sharing will help ensure success and long-term development of organizations, including libraries and information services. If the knowledge manager or the chief knowledge officer is generally considered to have three major responsibilities which involve creating a knowledge management infrastructure, creating a knowledge culture and making these structures pay off economically (Lester & Kohler, 2003), we believe that in libraries and information services and in the context of the strategic model that we proposed, the knowledge manager should firstly focus his efforts and start his approach of managing the knowledge resources strategy from issues related to building an adequate organizational culture. Such an organizational culture should support libraries and information services in the future in order to adapt to the globalized environment by reinventing themselves continuously. This could allow them to respond creatively to change and maintain an important position on the market of information transfer.

Fig. 5. Partnership for knowledge management at national level in libraries and information services

In the specific context of libraries and information services as key players in this market, everything must be designed taking into account the challenges which the information and knowledge society has brought in their domain, the impact it has had on the role of librarians and on the information needs of users, the fast development of information and communication technologies and the explosion of digital information resources to which libraries have increasingly turned and which have led to significant changes of the way in which information services are provided to users (Hornby & Clarke, 2003; Limb, 2004). Libraries must use to their advantage all these changes regarding digital resources and networks.

The importance of organizational culture comes also from the fact that it has influence on so many organizational levels: mission and objectives, policies and procedures, decision making, communication process, continuing professional development of employees, employee attitudes and behavior, values promoted by the organization, management style, the position libraries and information services occupy in their domain, relationships with the external environment, employee motivation, performance etc.

According to our model, the knowledge manager tasks and responsibilities are (Figure 6):


258 New Research on Knowledge Management Models and Methods

Orientation of organizational culture towards learning and knowledge sharing will help ensure success and long-term development of organizations, including libraries and information services. If the knowledge manager or the chief knowledge officer is generally considered to have three major responsibilities which involve creating a knowledge management infrastructure, creating a knowledge culture and making these structures pay off economically (Lester & Kohler, 2003), we believe that in libraries and information services and in the context of the strategic model that we proposed, the knowledge manager should firstly focus his efforts and start his approach of managing the knowledge resources strategy from issues related to building an adequate organizational culture. Such an organizational culture should support libraries and information services in the future in order to adapt to the globalized environment by reinventing themselves continuously. This could allow them to respond creatively to change

Fig. 5. Partnership for knowledge management at national level in libraries and information

**Knowledge Manager** 

**6. Framework for creating a learning and knowledge sharing culture in** 

and maintain an important position on the market of information transfer.

**libraries and information services** 

services


Vision and leadership are essential for this whole approach because they will support achievement of these tasks and responsibilities.

For creating a culture of learning and knowledge sharing in libraries and information services we believe that action must be taken in four major directions (Figure 7) aimed at:


Communication plays a vital role in the efficient functioning of any organization. The existence of a shared vision depends on how communication occurs in the organization. It is not possible to know and understand very good the library mission, its objectives, and policies etc. without effective communication. Participation, involvement, dialogue, expressing new ideas, empowering employees should be encouraged, but this is not possible without creating conditions for effective communication and facilitating multidirectional communication

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 261

the following: open communication, knowledge sharing, learning, collaboration, dialogue, performance, creativity, flexibility, change, responsiveness to new ideas, teamwork, professional co-operation, exchange of experience, transparency, empowerment,

> **Culture of learning and knowledge sharing in libraries and information services**

Fig. 7. Major directions of action for creating a culture of learning and knowledge sharing in

But in the field of libraries and information services, we can also talk about professional values specific to these organizations (Roberts & Rowley, 2004) which should not be overlooked by managers: the value of information, accessibility to information and services, user orientation, social inclusion, providing selective information, that is evaluated, validated, directly exploitable, current and quickly obtained information, etc. Promoting these values which facilitate and stimulate learning and knowledge sharing among

The policy of training and professional development of employees in libraries and information services strongly influences the learning process. Libraries have the advantage of various tools for continuing professional development: reading and updating, coaching or mentoring, job exchanges or job shadowing, conferences, distance education, training others, meetings, networking, learning from others, etc. (Roberts & Rowley, 2004). How employees will pertain and respond to growth and improvement of their speciality knowledge, their involvement in various forms of training and professional development, their active/passive attitude towards these aspects of professional development are influenced by the organization policy and the importance libraries and information services give to these issues. Building programmes of training and professional development at internal level, encouraging employee participation in external training and professional

participation, etc.

libraries and information services

employees is very important in libraries.

channels. Development of a strategy that reflects the shared vision of the employees in that library must be based on a process of open and effective communication.

The communication process is also crucial in terms of employee perception of their organization, the values promoted within that organization and how this is perceived by the external environment. Benefits that new information and communication technologies currently offer can be exploited to create fast, open and multidirectional communication channels. A communication strategy that takes into account support for learning, knowledge sharing, and in fact knowledge management systems, should consider creating the necessary conditions for developing communities of practice and an interactive environment within the library. In promoting and facilitating learning opportunities, the knowledge manager can play a key role by encouraging communities of practice and developing teams to learn and generate knowledge (Abell & Oxbrow, 2002; Lester & Kohler, 2003).

Fig. 6. Tasks and responsibilities of the knowledge manager

In the action of improving communication process in libraries and information services, both formal and informal communication together with their related channels should be considered. Informal communication, face to face, group and team meetings must be encouraged because people communicate and learn better in an informal context. Informal communication also contributes to the confidence that library staff develops in each other. Managers should also not neglect the barriers of various types that may occur in communication and also the complexity of this process that can take place in so many ways and forms (Condon & Yousef, 2002).

The values and attitudes promoted in libraries and information services, their encouragement and development at the employee level have a major influence in supporting processes such as learning and knowledge sharing. Among the values with a key role in the success of organizations on the globalized knowledge market which should be promoted (Figure 8), libraries and information services should give great importance to

channels. Development of a strategy that reflects the shared vision of the employees in that

The communication process is also crucial in terms of employee perception of their organization, the values promoted within that organization and how this is perceived by the external environment. Benefits that new information and communication technologies currently offer can be exploited to create fast, open and multidirectional communication channels. A communication strategy that takes into account support for learning, knowledge sharing, and in fact knowledge management systems, should consider creating the necessary conditions for developing communities of practice and an interactive environment within the library. In promoting and facilitating learning opportunities, the knowledge manager can play a key role by encouraging communities of practice and developing teams to learn and generate

Knowledge Manager

**Knowledge management infrastructure** 

**Knowledge resources of the organization**  -identification; - organization.; - protection; - distribution; - sharing, etc.

**Coordination activities**  - coordination of knowledge management programs and


 external partners and providers of information and knowledge.

systems;

with


library must be based on a process of open and effective communication.

knowledge (Abell & Oxbrow, 2002; Lester & Kohler, 2003).

Fig. 6. Tasks and responsibilities of the knowledge manager

**Knowledge strategy of the organization**  - design of the strategy; - implementation of the knowledge strategy at the organization level.

and forms (Condon & Yousef, 2002).

**Organizational Culture**  - identification and implementation of necessary changes; - support and promotion of organizational learning, of co-operation, etc.; - building a culture of learning and knowledge sharing, etc.

In the action of improving communication process in libraries and information services, both formal and informal communication together with their related channels should be considered. Informal communication, face to face, group and team meetings must be encouraged because people communicate and learn better in an informal context. Informal communication also contributes to the confidence that library staff develops in each other. Managers should also not neglect the barriers of various types that may occur in communication and also the complexity of this process that can take place in so many ways

The values and attitudes promoted in libraries and information services, their encouragement and development at the employee level have a major influence in supporting processes such as learning and knowledge sharing. Among the values with a key role in the success of organizations on the globalized knowledge market which should be promoted (Figure 8), libraries and information services should give great importance to the following: open communication, knowledge sharing, learning, collaboration, dialogue, performance, creativity, flexibility, change, responsiveness to new ideas, teamwork, professional co-operation, exchange of experience, transparency, empowerment, participation, etc.

Fig. 7. Major directions of action for creating a culture of learning and knowledge sharing in libraries and information services

But in the field of libraries and information services, we can also talk about professional values specific to these organizations (Roberts & Rowley, 2004) which should not be overlooked by managers: the value of information, accessibility to information and services, user orientation, social inclusion, providing selective information, that is evaluated, validated, directly exploitable, current and quickly obtained information, etc. Promoting these values which facilitate and stimulate learning and knowledge sharing among employees is very important in libraries.

The policy of training and professional development of employees in libraries and information services strongly influences the learning process. Libraries have the advantage of various tools for continuing professional development: reading and updating, coaching or mentoring, job exchanges or job shadowing, conferences, distance education, training others, meetings, networking, learning from others, etc. (Roberts & Rowley, 2004). How employees will pertain and respond to growth and improvement of their speciality knowledge, their involvement in various forms of training and professional development, their active/passive attitude towards these aspects of professional development are influenced by the organization policy and the importance libraries and information services give to these issues. Building programmes of training and professional development at internal level, encouraging employee participation in external training and professional

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 263

among employees have been investigated (Tampoe, 1996). But the motivation and reward system for employees must be well developed and be based on the analysis and the specific

The data collected between 2004-2009 in our research and the results from these data analysis sent us to the conclusion that for creating a culture of learning and knowledge sharing in libraries, all these issues should be considered and action is needed in these four

The model and framework which we propose offer a possible solution to implement knowledge management and create a culture of learning and knowledge sharing in libraries and information services (Figure 9). Their novelty, importance and usefulness stay in that they are general, allowing adjustments depending on the peculiarity and scale of each library. They are flexible and can be used in any library with the necessary adaptations, they will certainly lead to obtaining high performance and are a starting point for developing

Fig. 9. Learning and knowledge sharing in libraries and information services

guidelines, outlining the general directions of action to follow.

Even if the design of the model has in view large libraries which develop well defined workflows and have employees with higher skills and training, its elements can keep up their validity till the smallest libraries. The model can lead to a successful implementation of knowledge management in libraries and information services through a strategic vision of a knowledge manager and the systemic relationship which include the organizational assets, the new technologies and the human resources in the context of networks (Stoica, 2006). Though, in very distinct contexts things may be different from the situation in the libraries examined by us and our model may appear incomplete or unsatisfactory. Also, some may see a weakness in that it does not go into details, in depth and offers only general

situation of each organization and its employees.

directions.

other specific models.

development programmes, offering them material support to participate in such programmes, encouragement of their participation in conferences, and preparation of communications and articles, their involvement in research concerning the library's activity should be taken into consideration because learning and increasing employee knowledge are supported by such actions.

In libraries, learning at individual, group/team and organizational level and also knowledge sharing need to take into account the existing types of groups and teams in these organizations, namely: operational team, strategic team, multi-skill teams, virtual teams, networks and communities of practice, etc. (Roberts & Rowley, 2004).

Fig. 8. Values which should be promoted by the organizational culture in libraries and information services

The motivation and reward system for employees is very important in the process of sharing knowledge. Staff should be motivated to learn, develop professionally, enhance their expertise, be active professionally. Rewarding employee performance may be at material level or by promoting their career, by supporting their participation in various professional events, etc. In libraries and information services, for increasing employee satisfaction we have at hand specific approaches, namely creation of new roles, of new teams, introduction of various new practices and patterns of work like flexible working, job sharing, etc. (Roberts & Rowley, 2004). The factors that motivate the staff and which impact on their activities, and the management practices and methods that support performance

development programmes, offering them material support to participate in such programmes, encouragement of their participation in conferences, and preparation of communications and articles, their involvement in research concerning the library's activity should be taken into consideration because learning and increasing employee knowledge

In libraries, learning at individual, group/team and organizational level and also knowledge sharing need to take into account the existing types of groups and teams in these organizations, namely: operational team, strategic team, multi-skill teams, virtual teams,

Open communication Collaboration

Team work

Learning

Dialogue Creativity

Participation

Fig. 8. Values which should be promoted by the organizational culture in libraries and

 Empowerment Trust Performance

Organizational culture

The motivation and reward system for employees is very important in the process of sharing knowledge. Staff should be motivated to learn, develop professionally, enhance their expertise, be active professionally. Rewarding employee performance may be at material level or by promoting their career, by supporting their participation in various professional events, etc. In libraries and information services, for increasing employee satisfaction we have at hand specific approaches, namely creation of new roles, of new teams, introduction of various new practices and patterns of work like flexible working, job sharing, etc. (Roberts & Rowley, 2004). The factors that motivate the staff and which impact on their activities, and the management practices and methods that support performance

networks and communities of practice, etc. (Roberts & Rowley, 2004).

Flexibility

Change

are supported by such actions.

information services

among employees have been investigated (Tampoe, 1996). But the motivation and reward system for employees must be well developed and be based on the analysis and the specific situation of each organization and its employees.

The data collected between 2004-2009 in our research and the results from these data analysis sent us to the conclusion that for creating a culture of learning and knowledge sharing in libraries, all these issues should be considered and action is needed in these four directions.

The model and framework which we propose offer a possible solution to implement knowledge management and create a culture of learning and knowledge sharing in libraries and information services (Figure 9). Their novelty, importance and usefulness stay in that they are general, allowing adjustments depending on the peculiarity and scale of each library. They are flexible and can be used in any library with the necessary adaptations, they will certainly lead to obtaining high performance and are a starting point for developing other specific models.

Fig. 9. Learning and knowledge sharing in libraries and information services

Even if the design of the model has in view large libraries which develop well defined workflows and have employees with higher skills and training, its elements can keep up their validity till the smallest libraries. The model can lead to a successful implementation of knowledge management in libraries and information services through a strategic vision of a knowledge manager and the systemic relationship which include the organizational assets, the new technologies and the human resources in the context of networks (Stoica, 2006). Though, in very distinct contexts things may be different from the situation in the libraries

examined by us and our model may appear incomplete or unsatisfactory. Also, some may see a weakness in that it does not go into details, in depth and offers only general guidelines, outlining the general directions of action to follow.

Creating a Culture of Learning and Knowledge Sharing in Libraries and Information Services 265

concentrate when they operate changes at the organizational culture level. Future research on organizational culture in libraries and information services and on the learning and knowledge sharing processes can help deepen this field and provide a stronger basis to be

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USA

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**9. References** 

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We believe, however, that this openness provides general application and it is an advantage. The model and framework designed by us can be adapted and completed, just from the fact that each library applying knowledge management process should develop a suitable way to implement it according to its own activities, practices and circumstances.
