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Knowledge Management in Libraries : A Thai Perspective

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Title: 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 unarticulated and 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
    organizations 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 firms collective expertise anywhere in the
    business on paper, in document, in databases
    (explicit knowledge), or in peoples 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 provide youth 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 Decree  On 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
OPDC Evaluation Framework
1st Strategy Effectiveness Weight 60
4th Organization Development (weight 20)
2nd Service Quality (weight 10)
3rd Performance Efficiency ((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 Universitys 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
    Universitys 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)

51
The Communities of Practice (CoP) Database
  • To collect and store CoP Information
  • To develop a database management software
  • To provide search tool for the database
  • To provide management decision support reports,
    particularly on research
  • activities, scholarly works promotion and
    disseminations.

52
Researcher information
53
Link to CUIR
54
Result page in CUIR
55
Thank You
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