Knowledge Management in Libraries : A Thai Perspective

1. Knowledge Management in Libraries : A Thai Perspective Pimrumpai Premsmit Chulalongkorn University, Thailand

2. Outline • Introduction • Knowledge Management and the Thai Society • Knowledge Management in Libraries • Case Study – Chulalongkorn University Center of Academic Resources

3. Knowledge-based Society • Society where creating, haring and using knowledge are key factors in the prosperity and well being of the people. • Society that has knowledge-based economy that knowledge and innovations are key factors for development

4. Knowledge Economy Four Pillars • An economic and institution regime that provides incentives for the efficient use of existing and new knowledge and the flourishing of entrepreneurship • An educated and skilled population that can create, share and use knowledge well • A dynamic information infrastructure that can facilitate the effective communication, dissemination, and processing of information • An effective innovation system of firms, research centers, universities… that can tap into growing stock of global knowledge, assimilate and adapt it to local needs and create new technology ( Erik Johnson - World Bank institute)

5. Assets of the Knowledge-based Society • People who owns tacit knowledge • Recorded information and can be stored and retrieved , i.e. explicit knowledge

6. ‘Explicit' and ‘Tacit' Knowledge Explicit knowledge is formal and systematic and can be easily communicated and shared, i.e., in a book or a database in the library, a product specifications, or a scientific formula or a computer program. Tacit knowledge is highly personal, is unrecorded and unarticulatedand is hard to formalize and therefore difficult, if not sometimes impossible, to communicate.

7. Knowledge Management Defined • An emerging set of strategies and approaches to create, safeguard and put into use a wide range of knowledge assets (e.g. people and information). These assets flow to the right people at the right time so that they can be applied to create more value to the enterprise The American Productivity and quality Center (APQC)

8. Knowledge Management. • "...a discipline that promotes an integrated approach to identifying, managing and sharing all of an enterprise's information assets. These information assets may include databases, documents, policies and procedures, as well as previously unarticulated expertise and experience resident in individual workers." (Gartner Group Inc, October 1996)

9. Knowledge management is concerned with the exploitation and development assets of an organization with the view to furthering the organization’s objectives. The knowledge to be managed includes both explicit, documented knowledge, and tacit, subjective knowledge. (Jennifer Rowley, 1999)

10. KM is the process of capturing and making use of the firm’s collective expertise anywhere in the business – on paper, in document, in databases (explicit knowledge), or in people’s heads (tacit knowledge) ( Awad & Ghaziri, 2003)

11. Knowledge Management and the Thai Society

12. The Knowledge Management Institute (KMI), Thailand Vision • The Knowledge Management Institute (KMI) is a major organization driving the knowledge management movements in Thai society together with multiple partners

13. Mission • The Knowledge Management Institute (KMI) plays a vital role in promoting knowledge management in Thai society covering sufficiency socio-economy, competition socio-economy and in community, government, private enterprise, NGO and public sectors. KMI commits itself to building up the competence of knowledge management in a variety of contexts, enabling the transformation of Thailand into knowledge-based society and learning society by promoting the development of art and science of knowledge management in local context.

14. Objectives • To promote knowledge management networks and develop knowledge management models suitable for Thai society and drive the society into knowledge-based society and learning society • To collaborate with partners to improve the knowledge management competence

15. Operational Strategies • Leverage of knowledge on KM from action • Synergy by the Power of Three • Partnership and Network • Develop Competence in conjunction with Social Awareness • Training in conjunction with Action • Collaboration with partners with different km styles and beliefs • Micro in conjunction with Macro Strategies • Multiplier Development Strategy

16. TKC-Thailand Knowledge Center • Web Portal to collect and disseminate knowledge in digital format • Information about Thailand • Local community knowledge • Knowledge Bank ( agriculture, travel & culture, science, IT, etc.) • Communities of Practice(Sufficient - economic Culture Community, Earthquake Warning Group, etc.) 

17. Thailand Knowledge Park VisionTK Park will become a major mechanism in the promotion of lifelong learning, development of the thinking process, and integration of well-tried wisdom, through the promotion of the reading habit, continuing pursuit of knowledge, and creative learning, which will contribute to intellectual development of the Thai society.

18. Goals • To provide a place of learning that will instill and promote the habit of reading and the search for knowledge in a creative and modern environment. • To promote the love of reading, pursuit of knowledge and creative lifelong learning among children and youth. • To provideyouth and the general public with the opportunities to develop, exchange, and present their creative works, as well as to support them in the innovation of products that are produced as a result of their accumulated knowledge in arts, culture, lifestyles, science and technology

19. Royal DecreeOn Criteria and Procedures for Good Governance, B.E.2546 (2003)  • Section 11. the government agency, for result-based management under this Royal Decree, shall make itself to be global learning organization. For this purpose, the government agency shall acknowledge and analyze information in all aspects and shall then apply analytical result to its administration for correct, quick, and suitable service. The government agency shall also promote and develop capability, vision, attitude and co- learning of its official.

20. Office of the Public Sector Development Commission - OPDC’ s Diamond : An overall picture of public sector development

21. 3. Knowledge Management: Creating Change Management Teams through Knowledge Management within the Public Sector Change cannot be accomplished if the persons responsible for driving the change process do not coordinate; consequently, creating change management teams is a vital process to produce resources whereby the change managers can use as a tool to drive the intended change. The Royal Decree on Good Governance Article II stated that government agencies are to regularly develop knowledge within their organization in a pattern of the learning organization. Data and information are to be organized for further application to create faster, more accurate and up to date work methods. They must also promote and develop capabilities, build visions and change paradigm of the officials within their organization, encouraging efficiency and mutual learning effecting result of performance.

22. Evaluation issues Dimension OPDC Evaluation Framework 1st Strategy Effectiveness Weight : 60% 4th Organization Development (weight ; 20%) 3rd Performance Efficiency ((weight : 10%) 2nd Service Quality (weight : 10%) Strategy achievement Service quality Anti corruption Organization knowledge management Cost reduction Service time reduction Information management Change management proposal

23. Knowledge Management in Libraries

24. KM in Libraries • The new roles of the libraries should be as a learning and knowledge center for their users as well as the intellectual commons for their respective community where people and ideas interact in both the real and virtual environments to expand learning and facilitate the creation of new knowledge ( Lee, 2005)

25. Libraries have focused effectively on: • collecting, • organizing and • making explicit information/knowledge available

26. Issues • Creation of knowledge repositories • Facilitation of knowledge sharing and organization learning

27. Perspectives on library works and KM concept • Knowledge resources • Knowledge sharing • Goals and work process • Roles of librarians • User services

28. A VISION OF KNOWLEDGE BASED LIBRARY - INFORMATION SERVICES A guarantee of universal electronic access to the collective corpus of our traditional libraries, as well as the inclusion of Web-based materials and certain other kinds of tacit information. (Stueart, 2006)

29. Role of Information Professional • Provide information products and services • Educate information users • Facilitate the sharing and transfer of knowledge (Henczel 2004)

30. Librarians as Knowledge Intermediaries • negotiators– identifying needs • facilitators – providing effective search strategies • educators – familiar with the literature and information in many formats • information intermediaries – providing current awareness services and liaison between the seekers of information and that information itself • information advocates

31. The Knowledge Management Assessment Tool (KMAT) • KM Process • Leadership • Culture • Technology • Measurement

32. An Assessment of Knowledge Management Readiness in Academic Libraries • Pilot study using KMAT conducted by Saowapa Limvichit supervised by Dr.Pimrumpai Premsmit • Ten academic libraries ( 5 public and 5 private)

33. Results • The Knowledge Management Process • Moderate level ( mean = 3.32) • Public- moderate level (mean = 3.26) • Private – moderate level ( mean = 3.39) • Leadership in Knowledge Management • High level (mean = 3.92) • Public – high level (mean = 3.53) • Private – high level (mean = 4.15)

34. Knowledge Management Culture • High level (mean = 3.81) • Public – moderate level (mean = 3.40) • Private – high level (mean = 4.23) • Knowledge Management Technology • High level ( mean = 3.99) • Public – high level ( mean = 3.78) • Private – high level (mean = 4.18)

35. Knowledge Management Measurement • Moderate level ( mean = 3.27) • Public – moderate level (mean = 2.58) • Private – high level ( mean = 3.79)

36. Case Study – Chulalongkorn University Center of Academic Resources

37. KM at Chulalongkorn University KM Strategies - being a learning organization -having staff members that understand and participate in KM process • Having a support system for KM • Having KM development guidelines that serve the University strategies • Having an evaluation system

38. Learning Organization • An organization skilled at creating, acquiring, and transferring knowledge and modify its behavior to reflect new knowledge and insights

39. KM Process KSF • Leadership • Knowledge sharing culture • Knowledge sharing environment • IT Support • Knowledge Coordinators

40. KM Plans ,e.g. • Authorship and publication • E-learning • Risk management • Evaluation • General education “ Good Practices manual” and “Community of Practices – CoP”

41. Knowledge • Individual knowledge • Organizational knowledge • Interactions between technologies, techniques, and people

42. Mission of CAR • to be a knowledge center, having a mission to explore, pursue, generate, and disseminate the knowledge for the most benefit of Chulalongkorn University community and the society.

43. Policies • The role in collecting, storing and disseminating Chulalongkorn University’s knowledge • Information resources development and information service provision to Chulalongkorn University community and society • Managerial development and improvement • Cultural promotion • Academic service provision

44. KM at CAR • Chulalongkorn University Intellectual Repository (CUIR) • The Community of Practice (CoP) Database

45. IR • a university- based institutional repository is a set of services that a university offers to the members of its community for the management and dissemination of digital materials created by the institutions and its community members.

46. Chulalongkorn University Intellectual Repository(CUIR) • initiative for storing, disseminating and preserving the university scholarly works in digital format. • offer services and access to Chulalongkorn University’s intellectual asset.

47. Collection • research reports, theses and dissertations, journal articles, learning materials, lectures, and e-journal

48. CUIR Page

49. CoP • Communities of Practice (CoP) are groups of people in organizations that form to share what they know, to learn from one another upgrading some aspects of their work and to provide a social content for that work. (Nichols 2000)

50. It has become associated with knowledge management as people has begun to see them as ways of developing social capital, nurturing new knowledge, stimulating innovation, or sharing existing tacit knowledge within an organization. (Community of Practice 2007)