Abstract
This research sought to determine, assess and evaluate the knowledge management practices and performance in academic libraries. The researcher chose the case study of Mount Kenya University, Kigali Campus library. The general objective of this study was to understand the knowledge management practices used in enhancing the performance of academic libraries. Specifically, the researcher identified major drivers of Knowledge Management (KM) practices in academic libraries; analyzed the KM activities needed to enhance the academic library for proper KM practice; and determined the challenges that might face the academic librarians in implementing KM. The study population included all the library staff in the university. The researcher used census to sample the total population of all the university library staff. Data was collected using questionnaires and data analysis procedures involved editing to verify the coherent of respondents in answering the questionnaires, coding to summarize and simplify the work of processing data and finally graphical representation to make statistical frequency distributions.
Highlights
Knowledge has been increasingly seen as a key competitive resource in organizations and this has influenced selection and recruitment practices in many organizations
As Davenport and Prusak (1998) reported: ‘companies hire for experience more often than for intelligence or education because they understand the value of knowledge that has been developed and proven over time’
Issues related to Knowledge Management practices and performance in academic libraries, especially MKU were described and analyzed
Summary
Knowledge has been increasingly seen as a key competitive resource in organizations and this has influenced selection and recruitment practices in many organizations. The conversion of implicit into explicit knowledge forms a powerful contribution to sustainable competitive advantage for organizations. This knowledge alone will not foster a learning organization; rather it is through the sharing of knowledge that organizational learning is facilitated. The roles of academic librarians have changed radically at both library practitioners and library school educators’ levels. They are no more traditional information protectors and managers. Knowledge management, digital scholarship, institutional repositories are all often owned by the libraries and the librarians
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