Planning for Knowledge Management Implementation in Academic Libraries: Empirical Evidence From Federal University Libraries in Nigeria

The main reason for the failure of many knowledge management (KM) projects is the absence of a well-defined framework or strategy to guide KM implementation. This paper is an attempt to determine the planning needs of the KM deployment process and propose a framework that could be used specifically by the federal university libraries in Nigeria to guide the KM implementation process. Quantitative research approach was adopted in this study and the design was a descriptive survey. A total of 300 librarians responded to the survey that sought their opinions on the planning needs for KM implementation process. The survey instrument was a questionnaire, and it was used to collect data from the respondents. Data collected were analysed using mean, standard deviation, ranks and percentages obtained with the aid of the Statistical Package for the Social Sciences (SPSS). The results of the study revealed the planning needs for KM implementation as consisting of the goals which the university library intends to achieve through KM, the KM process, skills and tools required as well as the type of partnerships needed. Based on these needs, this study proposes a KM framework made up of strategies and tactical moves to guide the KM implementation process.

Competing Through Knowledge and Information Systems Strategies: A Study of Small and Medium-Sized Firms

In this study, we investigated strategies that small and medium-sized enterprises (SMEs) in Canada employ to create, transfer, and apply knowledge, and we evaluated the importance of supporting dynamic knowledge capabilities and information systems. To examine the empirical support for a model based on the resource-based view of the firm, we conducted a survey of SMEs operating in knowledge-intensive industries. We tested relationships among knowledge strategy, information systems strategy, dynamic knowledge capabilities, and firm performance. SME performance was measured by their physical and financial capital, as well as four intangible types of capital: structural, human, innovation, and relational. We observed that dynamic knowledge capabilities only partially mediate the link between knowledge strategy and performance in SMEs. However, dynamic knowledge capabilities fully mediate the link between information systems (IS) strategy and performance in the small and medium-sized firms studied. We observed that information systems only indirectly influence firm performance, but they directly support the knowledge and innovation capital of SMEs. Further, our results indicated that, in SMEs, knowledge strategies directly influence IS strategies, and that alignment between knowledge strategies and IS strategies positively impacts dynamic knowledge capabilities, and hence firm performance.