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increasing recognising knowledge sharing as a means to achieve a task which separation
would never have achieved. Libraries as non profit organisations need knowledge sharing to
share limited resources to maximize their output.
This study revealed that a pattern of knowledge sharing in public university libraries of
Tanzania is somewhat common. The data collected suggests that knowledge sharing is done
largely through formal ways with meetings scoring 81% of the responses. A good number of
respondents suggested that sharing best practices, Library forums and seminars among other
methods are those most commonly used.
4.1.1. The current state of knowledge sharing.
As suggested in the previous paragraph the current state of knowledge sharing is evidently
low. The use of informal knowledge sharing infrastructures is exercised at a very minimal
level, 12.5%, that is 3 out of 21 respondents. The use of only formal ways of knowledge
sharing does not warrant the full advantage of knowledge sharing. Data collected on how the
vision is shared for instance suggests that 43% (9 out of 21), in-house training scoring 43% (9
out 21), Library‟s code of conduct 33% (7 out of 21) with the rest (strategic planning,
libraries policies and meetings) scoring 5% that is one vote each. Findings suggest that even
though knowledge is shared, there is no deliberate attempt to develop a strategy for sharing
nor are any of the means used developed solely for the purpose of sharing. The Global
Collaborative Environment (GCE) implemented by Boeing or Kinetics by Buckman Laboratory
are examples of strategies which can facilitate informal knowledge sharing. Successful
knowledge sharing is a continuous process rather than something happening once or twice a
month. Data shows that only 9 of 21 (43%) respondents agree that meetings are often
arranged.
The very nature of the meetings makes them less effective for knowledge sharing rather that
they are the best vehicles for communications especially top down communication. Studies
suggest that informal ways of knowledge sharing are more successful than formal channels of
knowledge sharing see for example (Holsapple, 2003; Nonaka, Toyama, & Konno, 2000).
Social interaction is known to contribute a lot in creating and sharing tacit knowledge. Data
shows that out of all 21 respondents, none proposed informal strategies of knowledge sharing
at their workplace. Learning organisation has been among the best strategies to promote both
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