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Craig S. Fleisher and David L. Blenkhorn suggest that the process of making changes to the
way information is shared in an organisation is usually difficult. Some significant barriers
may stand in the way. For example, some organisational structures promote “Silos” where
individual locations, divisions or functions are so focused on maximizing their own
accomplishments and rewards, that they consciously or unconsciously hoard information
thereby sub-optimise the performance of the entire organisation (Fleisher & Blenkhorn,
2003, p.99).
Hierarchical organisational structure hinders the free flow of information. This is one
common structure in libraries. Steve Clarke and Dianne Willis suggest that without doubt,
organisational hierarchy poses a problem, impacting upon the social context, with different
levels making it harder to create an environment that facilitates the building of knowledge, its
diffusion, coordination and control, with the distortion of ideas and knowledge resulting as a
consequence of multilayer transmission. In additional, hierarchy may hinder crossfunctional
and horizontal communication (Clarke & Willis, 2002).
2.4.2.3. KS strategy.
Many organisations lack knowledge sharing strategy. A reward system is not in place and as
a matter of fact people are not encouraged to share their knowledge. According to Goldsmith,
Morgan and Ogg people who live the values of the firm must be publicly acclaimed as
heroes. Stories must be told about their value-driven behaviour so that others will want to
emulate them. According to them, the compensation system must also identify those who
share, and reward them differentially (Goldsmith, Morgan & Ogg, 2004).
Nonaka and Takeuchi indicate that a combination of formal organisation structure and a nonhierachirchal,
self-organising organisational structure would improve knowledge creation and
sharing capabilities (Nonaka & Takeuchi, 1995). The research conducted by Powel reveals
that, there is a persistent tension between those activities done informally and on an ad hoc
basis and those efforts that are more structured and formalised. According to Powel,
information can be conveyed routinely through informal means. While formal repositories
and powerful task forces can be useful, they are too often not a forum in which outside input
is allowed. Building routines for regular contact without formalisation allows for the
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