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[ABSTRACT] Knowledge economy is resulting in competition which increases the demand for innovation. The wave has urged libraries which faced no competition before to think of ways to add and show more value to their users and donors. The coming of digital libraries and other information providers challenges traditional libraries to improve their practices before doomed obsolete. This research focuses on establishing the relationships between intellectual capital and knowledge sharing. Given the binary nature of the relationship between the former and the latter, this research emphasizes how intellectual capital can improve knowledge sharing in a value making process. Through triangulating research methods, the research addresses the issue of intangible assets as unseen value in public university libraries. Believing that a well laid infrastructure for knowledge sharing coupled with motivated staff will eventually enable libraries to know what they knows and gain more competitive advantage. Using an explanatory survey, the research administered a questionnaire to establish how knowledge is shared among staff of Tanzania public university libraries. From a postpostivistic point of view the research found out how knowledge is shared and what kind of incentives are in place and used the findings to suggest better infrastructure and staff motivation schemes. Due to time and distance constraints the research focused only on the aspect of human capital and structural capital to suggest how they can help libraries to uplift knowledge sharing. Other aspects of intellectual capital such as customer capital, renewal capital and process capital are left to be covered by other researchers. ii
Declaration I certify that all material in this dissertation which is not my own work has been identified and that no material is included for which a degree has previously been conferred upon me. …………………………. iii
Page 1: Reuben Jacob Mushi Supervised by Dr
Page 5 and 6: Acknowledgements. I am highly indeb
Page 7 and 8: 2.4.2. Organisational Factors. ....
Page 9 and 10: List of abbreviation: KM: Knowledge
Page 11 and 12: of Intellectual Capital which is th
Page 13 and 14: figures not necessarily reflect tho
Page 15 and 16: process capital. [See (Evidsson and
Page 17 and 18: Chapter Two: Literature review. 2.
Page 19 and 20: However the label may sometimes dif
Page 21 and 22: treated people like slaves or machi
Page 23 and 24: management” stresses that for gro
Page 25 and 26: ultimate source of information. Usi
Page 27 and 28: values of an organisation where peo
Page 29 and 30: knowledge sharing. The following se
Page 31 and 32: Craig S. Fleisher and David L. Blen
Page 33 and 34: Goldsmith and colleagues in “Glob
Page 35 and 36: Just as the issue of culture and te
Page 37 and 38: Knowledge Management, intellectual
Page 39 and 40: 3.2. Methodology. This is survey re
Page 41 and 42: questionnaires in each university.
Page 43 and 44: 3.10. Research Limitations and Time
Page 45 and 46: Chapter four: Data analysis and pre
Page 47 and 48: informal and formal knowledge shari
Page 49 and 50: Best practices have helped business
Page 51 and 52: to be emphasised in Tanzania public
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While informal techniques of knowle
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4.2.1. The effectiveness of the inc
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more according to the responses. Re
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sharing and suggested the improveme
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of 21(71%)) and library forums (7 o
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knowledge sharing depends much on w
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4.3.2. Structural capital perspecti
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4.3.2.2. Organisation structure The
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4.3.2.3. KS strategy To secure a st
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empowered by policies on how to han
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Chapter Five: Conclusion and recomm
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References: Ahmed, P.K., Lim, K.K.
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Cruz, M.G., Henningsen, D.D., & Smi
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Hawkins, B (2000). Libraries, Knowl
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O‟Dell, C. & Grayson, C. J. (1998
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Appendices: Appendix 1: Time Budget
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[ ] Never 5. Are staff encouraged t
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[ ] Releasing a library journal acq
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Appendix 3. Summary tables for the
Page 91 and 92:
Undecided 1 1 21 5% Disagree 0 21 0
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