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presented. Then the significance of informal knowledge sharing and its disadvantages followed. The issue of what incentives are used to facilitate knowledge sharing and their effectiveness were covered in this chapter. Later, measures to improve reward systems and the need for Tanzania public university libraries to share knowledge were also discussed. The chapter was concluded with discussion on how intellectual capital can be used to improve knowledge sharing, what KS strategies can be used by libraries to facilitate sharing and areas where technological infrastructure can bring positive results if used well. 63
Chapter Five: Conclusion and recommendations. 5. Conclusion. This research addressed the issue of intellectual capital. It concentrated on how such elements of intellectual capital named human capital and structural capital may help Tanzania public university libraries improve knowledge sharing practices. It started by providing background information about the problem and about Tanzania public universities. Unfortunately very little information is found about Tanzania university libraries. COTUL, the body established to coordinate activities of Tanzania university libraries seems to be in its infancy and very little is published about it. The review was conducted in chapter two to identify what other researchers have done and identify gaps. It was found that there was no literature specifically about intellectual capital in Tanzania university libraries. This study used survey research and it proved to be useful. Given the distance and the difficulties of getting respondents, a survey enabled the study of a sample and established the facts needed to answer the research questions. However, the use of snowball sampling posed a challenge to completely eliminate the possibility of biased selection of respondents. Findings suggests that knowledge sharing in Tanzania public university libraries is done but on a marginal scale. Such things as organizational structure, culture and IT infrastructure were found to be among the causal factors of the situation. Hierarchical structures and lack of compensation schemes were identified to have profound effects in knowledge sharing while the issue of awareness of the current value proposition for knowledge sharing and lack of cooperative problem solving culture affecting the knowledge sharing culture in the libraries. It was identified from the responses that the use of IT to facilitate knowledge sharing needs more emphasis. Further studies are needed in developing models for measuring intellectual capital (intangible assets) in libraries. There is a strong need for libraries to learn what works better and unlearn what didn‟t work. Alvin Toffler, an American writer and futurist postulated that "the illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” 5.1. Recommendations. As the result of the findings of this research and the facts established through the review of the literature the following are recommended. 64
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Reuben Jacob Mushi Supervised by Dr
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Declaration I certify that all mate
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Acknowledgements. I am highly indeb
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2.4.2. Organisational Factors. ....
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List of abbreviation: KM: Knowledge
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of Intellectual Capital which is th
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figures not necessarily reflect tho
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process capital. [See (Evidsson and
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Chapter Two: Literature review. 2.
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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
Page 53 and 54: While informal techniques of knowle
Page 55 and 56: 4.2.1. The effectiveness of the inc
Page 57 and 58: more according to the responses. Re
Page 59 and 60: sharing and suggested the improveme
Page 61 and 62: of 21(71%)) and library forums (7 o
Page 63 and 64: knowledge sharing depends much on w
Page 65 and 66: 4.3.2. Structural capital perspecti
Page 67 and 68: 4.3.2.2. Organisation structure The
Page 69 and 70: 4.3.2.3. KS strategy To secure a st
Page 71: empowered by policies on how to han
Page 75 and 76: References: Ahmed, P.K., Lim, K.K.
Page 77 and 78: Cruz, M.G., Henningsen, D.D., & Smi
Page 79 and 80: Hawkins, B (2000). Libraries, Knowl
Page 81 and 82: O‟Dell, C. & Grayson, C. J. (1998
Page 83 and 84: Appendices: Appendix 1: Time Budget
Page 85 and 86: [ ] Never 5. Are staff encouraged t
Page 87 and 88: [ ] Releasing a library journal acq
Page 89 and 90: Appendix 3. Summary tables for the
Page 91 and 92: Undecided 1 1 21 5% Disagree 0 21 0
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