1. MAPPING AND MANAGING CORE KNOWLEDGE PROCESSES AND SYSTEMS: THE EXPERIENCES AT MOI UNIVERSITY LIBRARY, KENYA Paper Presented at SCANUL-ECS, Kenyatta University Library, Kenya 1 st – 2 nd June 2012 BY DR TIRONG arap TANUI UNIVERSITY LIBRARIAN, MOI UNIVERSITY, KENYA

2. Business as usual is no longer sustainable due to changing corporate landscape Business as usual is no longer sustainable due to changing corporate landscape Traditional jobs are disappearing, shift from full time jobs to parcelled out Traditional jobs are disappearing, shift from full time jobs to parcelled out Paradigm shift from basic economic resource to knowledge as a new resource as a result of confluence in social economic environment, management thinking and technology Paradigm shift from basic economic resource to knowledge as a new resource as a result of confluence in social economic environment, management thinking and technology MUL users are shifting preference from information to knowledge resources seeking MUL users are shifting preference from information to knowledge resources seeking

3. Established in 1984 by two professional staff Established in 1984 by two professional staff Located in a rural environment 35 kms south of Eldoret Town and 350 kms north-west of Nairobi, the capital city Located in a rural environment 35 kms south of Eldoret Town and 350 kms north-west of Nairobi, the capital city MTL project planning 1986-1990, construction 1990-1994 at a cost of Pounds Sterling 8m MTL project planning 1986-1990, construction 1990-1994 at a cost of Pounds Sterling 8m Currently in 12 locations countrywide, 120 staff, 850 vols. of books and use ABCD library system Currently in 12 locations countrywide, 120 staff, 850 vols. of books and use ABCD library system 12 PhD staff registered, 5 completed, 1 in place 12 PhD staff registered, 5 completed, 1 in place

4. University libraries are established legal entities with specific roles University libraries are established legal entities with specific roles Functions remain traditional and ‘paddocked’ Functions remain traditional and ‘paddocked’ University libraries manage other peoples’ knowledge and little of our own University libraries manage other peoples’ knowledge and little of our own

5. Knowledge is as old as the Egyptian pyramids Knowledge is as old as the Egyptian pyramids Francis Bacon in 16 th Century coined “knowledge is power”. Peter Drucker in 1960’s coined “knowledge worker” Francis Bacon in 16 th Century coined “knowledge is power”. Peter Drucker in 1960’s coined “knowledge worker” KM is to identify, create, present, distribute and enable adoption of insights and experiences KM is to identify, create, present, distribute and enable adoption of insights and experiences

6. The librarians role was to establish The librarians role was to establish - KM initiatives - Framework for ICT support - Knowledge sharing culture - hub of internal communication strategy University Librarian becomes a member of every committee except senior management and council University Librarian becomes a member of every committee except senior management and council Advocated the establishment of MIS Advocated the establishment of MIS

7. Moi University Library (& Margaret Thatcher Library) Moi University Library (& Margaret Thatcher Library) School of Information Sciences School of Information Sciences Moi University Bookshop Moi University Bookshop Management Information System (& ICT Depart.) Management Information System (& ICT Depart.) Institute of Open & Distance Learning Institute of Open & Distance Learning University Archives University Archives African Network for Internationalisation of Education (ANIE) ? African Network for Internationalisation of Education (ANIE) ?

8. What is knowledge sharing? What is knowledge sharing? Culture determines how knowledge is shared Culture determines how knowledge is shared Social – sharing tacit knowledge between individuals Social – sharing tacit knowledge between individuals Internalisation – turning explicit knowledge into tacit knowledge Internalisation – turning explicit knowledge into tacit knowledge Externalisation – articulation of tacit knowledge into explicit knowledge Externalisation – articulation of tacit knowledge into explicit knowledge Combination of external and internal – conversion of explicit knowledge into more complex explicit form Combination of external and internal – conversion of explicit knowledge into more complex explicit form Communities of practice Communities of practice

9. Helps to avoid reinventing the wheel, saves time, and reduce effort Helps to avoid reinventing the wheel, saves time, and reduce effort Speeds up decision making process Speeds up decision making process Encourage the use of knowledge and promote collaboration Encourage the use of knowledge and promote collaboration Institutionalises trust Institutionalises trust Encourage transfer of best practice Encourage transfer of best practice Promotes innovation in procedures, processess and product Promotes innovation in procedures, processess and product

10. People are at the centre of any successful KM process. KM depends on the context in which it operates People are at the centre of any successful KM process. KM depends on the context in which it operates KM is every ones business KM is every ones business Knowledge practices are legitimate core business Knowledge practices are legitimate core business Communication is essential Communication is essential Knowledge is both personal and communal Knowledge is both personal and communal Leadership, human resource, networking are critical for successful KM Leadership, human resource, networking are critical for successful KM

11. Lack of proper KM risks organisational failures such as dysfunctional culture, unmanaged organisational knowledge and ineffective controls Lack of proper KM risks organisational failures such as dysfunctional culture, unmanaged organisational knowledge and ineffective controls Transferring knowledge to decision makers before it is needed, providing access to information as it is needed, testing new knowledge for organisational risk management Transferring knowledge to decision makers before it is needed, providing access to information as it is needed, testing new knowledge for organisational risk management University libraries have to be at the centre of all these in the new world knowledge dispensation University libraries have to be at the centre of all these in the new world knowledge dispensation