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No 0 21 0% Do you think library staff are willing to share their knowledge a) Often 3 4 3 1 1 12 21 57% b) Sometimes 1 3 1 1 2 1 9 21 43% c) Seldom 1 1 21 5% d) Never 0 21 0% How often are sessions arranged for librarians to meet a) Often 2 1 1 3 2 9 21 43% b) Sometimes 2 2 1 1 1 7 21 33% c) Seldom 2 1 1 4 21 19% d) Never 1 1 21 5% What form do sessions take a) Seminars 3 2 3 8 21 38% b) Parties 1 1 2 21 10% c) Staff meetings 3 3 4 4 3 2 19 21 90% others 0 21 0% Does your library make any effort to place a financial value on the knowledge the staff holds Yes 1 3 3 3 1 11 21 52% No 4 3 1 1 1 10 21 48% How Consultancies 3 3 3 9 21 43% library journal 1 1 2 21 10% Patents 0 21 0% Trademarks 0 21 0% Others 0 21 0% The organisation make it easy to share knowledge Strongly agree 4 3 3 10 21 48% Agree 4 2 1 2 9 21 43% 81
Undecided 1 1 21 5% Disagree 0 21 0% Strong disagree 1 1 21 5% There is a lot of motivation to share knowledge between library staff Strongly agree 1 3 4 21 19% Agree 3 1 4 1 3 2 14 21 67% Undecided 0 21 0% Disagree 1 1 21 5% Strong disagree 1 1 21 5% The library encourages new ideas in solving problems. Strongly agree 1 3 1 1 6 21 29% Agree 3 4 4 1 2 14 21 67% Undecided 1 1 21 5% Disagree 0 21 0% Strong disagree 0 21 0% Knowledge sharing is difficult because the majority believe that when others know what they know their own importance will diminish. Strongly agree 1 3 1 1 6 21 29% Agree 1 3 1 5 21 24% Undecided 1 1 1 3 21 14% Disagree 3 1 1 5 21 24% Strong disagree 2 2 21 10% The benefits and values of knowledge sharing practices have not yet been realised in the Library. Strongly 2 2 4 21 19% 82
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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
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treated people like slaves or machi
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management” stresses that for gro
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ultimate source of information. Usi
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values of an organisation where peo
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knowledge sharing. The following se
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Craig S. Fleisher and David L. Blen
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Goldsmith and colleagues in “Glob
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Just as the issue of culture and te
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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 and 72: empowered by policies on how to han
Page 73 and 74: Chapter Five: Conclusion and recomm
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: Appendix 3. Summary tables for the
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