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process capital. [See (Evidsson and Malone model Edvinsson & Malone, 1997)]. To do
justice to the topic it would be wise to discuss these aspects all together in this research but as
one can predict each of them may be a research project in its own respect. Considering this
fact, this research will limit itself to the study of knowledge sharing and its relationship to
Human Capital and structural capital only.
1.9. Delimitation of the study.
The study will be conducted in Public Universities of Tanzania mainland. The focus will be
in the libraries attached to these universities. Since universities are continuously engaged in
the development of intellectual capabilities through teaching and research, the research
considered university libraries which are erected to support this venture more useful for the
study of intellectual capital and knowledge sharing than other types of libraries. See more
details about Tanzania Public Universities in last paragraph section 1.1.
1.10. Definition of terms.
This section is aimed to provide the definition of key terms used in this research. The idea is
to help readers who may not be familiar with those terms achieve a common level of
understanding. It does not however claim to be exhaustive and completely comprehensive.
The researcher is very much aware that the same terms could be defined otherwise in
different contexts. This section intends to give general definitions to those terms provided;
they are defined more precisely later.
Customer capital: Customer capital includes connections outside the organisation such as
customer loyalty, goodwill and supplier relations. It is the perception of value obtained by a
customer from doing business with a supplier of goods and / or services (Petrash, 1996).
Human capital: Human capital refers to the employees of the company and their creativity,
competence, social skills etc., but also to company values, culture and philosophy (Edvinsson
& Malone, 1997)
Intellectual capital: The sum of everything everybody in a company knows that gives it a
competitive edge (Stewart, 1997).
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