知 识 管 理 — — 图 书 馆 可 能 的 作 用 ？
Dr. Rafael B a l l
( 德 国 中 央 困 书 馆J u e l i c h研 究 中 心 ）
摘 要 ： 在 过 去2 0年 中 ， 信 息 载 体 的 多 样 化 和 信 息 技 术 的 转 变 导 致 图 书 馆 自 我 形 象 和 任 务 的 极 大 转 变 ， 我 们 经 历 着 而 且 正 在 帮 助 图 书 馆 改 变 传 统 的 资 源 收 蔵 的 位 置 。 从 最 广 泛 的 意 义 上 来 说 ， 改 变 图 书 馆 收 藏 图 书 和 期 刊 的 功 能 ， 使 其 变 为 以 用 户 为 中 心 的 ， 讲 究 成 本 的 服 务 提 供 者 ， 既 为 社 会 服 务，也为科学、研究和教学服务。随着信息量的增加，我们也越来越需要过滤、重组、收集、传播和处 理 科 研 与 ェ 业 信 息 。 知 识 管 理 已 成 为 现 代 社 会 关 注 的 中 心 。 本 文 将 阐 述 知 识 管 理 的 各 个 方 面 ， 讨 论 知 识 管 理 与 图 书 馆 功 能 的 结 合 ， 因 为 图 书 馆 本 身 就 是 提 供 全 方 位 信 息 服 务 的 机 构 。 我 们 将 讨 论 图 书 馆 利 用 知 识 管 理 的 可 能 性 以 及 知 识 管 理 的 结 构 。 本 文 还 要 探 讨 员 ェ 将 来 的 培 训 问 题 ， 强 调 知 识 管 理 在 图 书 馆 的 应 用 对 于 用 户 和 经 费 资 助 机 构 的 益 处 ， 指 出 可 能 的 活 动 计 划 ， 以 及 图 书 馆 利 用 和 实 施 知 识 管 理 会 遇 到 的 困 难 。
Knowledge Management — a Possible Role for Libraries?
D r . R a f a e l B a l l
( R e s e a r c h C e n t r e J u e l i c h C e n t r a l L i b r a r y , G e r m a n y )
Abstract:In the course of the past t w e n t y y e a r s， the d i v e r s i f i c a t i o n of the media a n d the deveト
opment of i n f o r m a t i o n technology has led to a radical change i n the self-image a n d the tasks of a l i b r a r y . W e are therefore e x p e r i e n c i n g a n d actively s h a p i n g the t r a n s i t i o n a w a y f r o m a l i b r a r y i n the sense o f a t r a d i t i o n a l repository andf c o l l e c t i o n， a n d thus i n the broadest sense a t r a n s i t i o n f r o m the l i b r a r y as a n archive f o r books a n d J o u r n a l s , to a c u s t o m e r - o r i e n t e d a n d cost-conscious Service P r o vider f o r s c i e n c e， research a n d teaching as w e l l as f o r society as a w h o l e . T o g e t h e r w i t h the enor- mous increase i n the v o l u m e of i n f o r m a t i o n， the necessity also arises of f i l t e r i n g , s t r u c t u r i n g， collec- t i n g， c i i s t r i b u t i n g a n d processing data a n d i n f o r m a t i o n f r o m seienee ， research a n d i n d u s t r y . K n o w l edge management ( K M ) has t h u s become a c e n t r a l issue f o r a l l societal processes i n the m o d e r n w o r I d . T h i s presentation w i l l i l i u s t r a t e the d i m e n s i o n s of k n o w l e d g e management an<j discuss the possible i n t e g r a t i o n of k n o w l e d g e management i n the f u n c t i o n a l area of a l i b r a r y w h i c h regards itself as p r o v i d i n g a n a l l - r o u n d i n f o r m a t i o n Service. In this c o n n e c t i o n， possibiUties of i m p l e m e n t i n g K M i n libraries w i l l be e x p l o r e d as w e l l as the s t r u c t u r a l i n t e g r a t i o n of K M . C o n s i d e r a t i o n w i l l also be g i v e n to the necessary f u r t h e r t r a i n i n g f o r st äff members. T h e benefits of K M i n libraries f o r b o t h c u st Omers a n d f u n d i n g bodies w i l l be a d d i t i o n a l l y h i g h l i g h t e d d r a w i n g attention to possible activities and also to constraints encountered i n realizing and implementing knowledge management by libraries.
1 Introduction
T h e b o u n d a r y c o n d i t i o n s f o r l i b r a r y w o r k have changed r a d i c a l l y i n the past t w e n t y to t h i r t y years.
A g a i n s t this b a c k g r o u n d， libraries of a l l types are h a v i n g to rede〖ine their p o s i t i o n， w h e r e b y doubt is increas- i n g l y being cast o n their t r a d i t i o n a l activities. T h e Situation is characterized by a d r a m a t i c technological d e v e l - o p m e n t i n the i n f o r m a t i o n sector ( C D ~ R O M , D V D， Internet databases， m u l t i m e d i a) ， automation of Opera
t i o n s , b y an acquisitions budget reduced i n real terms w i t h at the same time increasing book and Journal prices ( F i g u r e 1) ， b y changes i n h o l d i n g s m e d i a , b y the d i v e r s i f i c a t i o n of the media ( F i g u r e 2) ， b y c o m p l e t d y n e w i n f o r m a t i o n s u p p l y coneepts b e c o m i n g necessary ( s e e , f o r e x a m p l e， the d i s c u s s i o n o n " A c c e s s v s . H o l d -
i n g s " ) a n d c o r r e s p o n d i n g l y altered user b e h a v i o u r ( F i g u r e 3 ) . " I n f o r m a t i o n is being assigned a c o m p l e t e l y n e w a n d i n c r e a s i n g l y i m p o r t a n t role i n i n d u s t r y , science a n d society. A t t h e same t i m e， t h e t e r m i s b e i n g e x - tended a n d u n d e r s t o o d m o r e b r o a d l y a n d does n o t m e r e l y refer to k n o w l e d g e already e x p l i c i t l y available o n p a - per o r i n databases ， but also encompasses i m p l i c i t k n o w l e d g e and the k n o w - h o w o f members o f staff as h u m a n resourccs.
Journal Prices ̶»˜ Library Budgets˜*5«̶Number of Titlcs
0
1991 1992 1993 1994 1995 19% 1997 1998 1999 2000 2001 Journal Prices and Library Budgets from 1991̶2001
Figure 1: Journal prices and library budgets from 1991 ̶ 2001
Media Diversity electronic data
̶mul ti media - floppy disks
carners
Print -Media ゝ - Journals
»^J ̶ books - o n l i n e data
̲ nvT» が -loose˜leaf
̲ Li V - C D " R O M
Microforms -microtiche -microform -microcard
publications
H o w many peaople are online worldwide?
• Latin America 5%
ロC咖da and USA 33%
• Middle East 1%
Source: N U A Internet Surveys A s o f : February 2002
Figure 2: Variety of media in modern libraries Figure 3: People online
1. 1 T r a d i t i o n a l L i b r a r y T a s k s
L i b r a r i e s have existed f o r t h o u s a n d s o f years as c o l l e c t i o n s o f l i t e r a t u r e a n d k n o w l e d g e , as a place o f reading per se and o f s c h o l a r l y s t u d y , a n d o c c a s i o n a l l y as a type o f m u s e u m c o l l e c t i n g books o f t h e m o s t v a r - ied nature. T h e t r a d i t i o n a l tasks o f a l i b r a r y c a n be d e s c r i b e d as the c r e a t i o n , p reparat i o n , p r o c e s s i n g a n d maintenance o f h o l d i n g s f o r assigned users. I n t r a d i t i o n a l l i b r a r i e s t h i s u s u a l l y involves h o l d i n g s of m o n o - g r a p h s， series and Journals i n p r i n t e d ( m o r e r a r e l y h a n d - w r i t t e n ) f o r m . I n order to f u l f i l t h i s central core function， the classical tripartite structure distinguishes the fields of acquisition, cataloguing and user Services.
C o l l e c t i o n b u i l d i n g and development is the c e n t r a l g o a l o f a c q u i s i t i o n s , irrespective o f w h e t h e r the l i t e r a t u r e i s acquired b y p u r c h a s e , g i f t， exchange o r some o t h e r f o r m . T h e tasks i n v o l v e d are essentially identical a n d
characterized b y the t r a d i t i o n a l mechanisms of p u r c h a s i n g ( o r d e r i n g， acquisition) o n the one hand a n d b y ac匿 c e s s i o n i n g o n the other. I n t r a d i t i o n a l libraries ， accessioning is part of cataloguing w i t h the a i m of i d e n t i f y i n g the i t e m as the p r o p e r t y of the l i b r a r y and s e r v i n g the user as a reference i n the catalogue. C a t a l o g u i n g is t h u s an i m p o r t a n t step at the interface between i n t e r n a l l i b r a r y procedures w i t h the literature and the user's access to e x i s t i n g h o l d i n g s . C a t a l o g u i n g enables the user to retrieve the literature b y subject cataloguing of the m a t e - rials. I n the user Services, w e then f i n a l l y discover h o w w e l l the l i b r a r y，s holdings are really catalogued. A t the interface between the l i b r a r y a n d user it becomes apparent whether the right choice of literature has been m a d e， w h e t h e r the f o r m a l a n d subject cataloguing has been p e r f o r m e d p r o p e r l y a n d i n accordance w i t h the user's n e e d s， a n d whether sufficient attention has been paid to the aspect of user˜friendliness.
T h e d e f i n i t i o n of a l i b r a r y ( a s a business concern and thus the necessity of appropriate c o n t r o l and c o r r e - s p o n d i n g m a n a g e m e m ) is relatively n e w . In W e s t e r n E u r o p e， it r o u g h l y dates f r o m the sixties of the last Cen
t u r y w h e n， against the b a c k g r o u n d of a concentrated desire f o r p l a n n i n g , l i b r a r i e s were to be rationalized a n d s i m p l i f i e d， a n d economic a n d Systems匿theory approaches i m p l e m e n t e d . L i b r a r i e s s h o u l d no longer resemble m u s e u m s b u t s h o u l d be business concerns w i t h the greatest possible efficiency. T h e y s h o u l d make a n i m p o r tant c o n t r i b u t i o n to research a n d teaching and the general p r o m o t i o n of education.
1. 2 P o l i t i c a l B o u n d a r y C o n d i t i o n s
T h e p o l i t i c a l boundary conditions w i t h i n w h i c h the l i b r a r y s y s t e m has to f u n c t i o n， play a role i n d e c i d i n g the d i r e c t i o n i n w h i c h future l i b r a r y activities w i l l develop and i n d e t e r m i n i n g the r d a t i o n s h i p of users to their library* T h e frequently postulated free access to electronic resources as a means of safeguarding personal free- d o m and the right to express o n e，s o p i n i o n a n d to m a i n t a i n a w i d e ränge of o p i n i o n s needs p o l i t i c a l l y m a t u r e Citizens with well developed media and information competence.
T h e actual level of use of electronic scientific i n f o r m a t i o n， f o r example i n u n i v e r s i t y e d u c a t i o n , w a s investigated i n a s t u d y i n G e r m a n y c o m m i s s i o n e d b y the F e d e r a l M i n i s t r y of E d u c a t i o n a n d R e s e a r c h ( B M B F ) , T h i s s t u d y o n the use of electronic scientific i n f o r m a t i o n i n u n i v e r s i t y education[リrevealed that s u c h use b o t h b y students and lecturers at the universities w a s inadequate and above a l l unprofessional. T r a w - l i n g the Internet w a s preferred to specialist search Services o n offer f r o m u n i v e r s i t y libraries.
T h e s t u d y documents a great deficiency i n i n f o r m a t i o n literacy w i t h respect to u n i v e r s i t y lecturers a n d students r e s u l t i n g , o n the one h a n d， f r o m the lack of transparency of electronic specialist i n f o r m a t i o n a n d， o n the other h a n d， f r o m inadequate i n t e g r a t i o n into u n i v e r s i t y teaching. I n f o r m a t i o n a n d k n o w l e d g e management s k i l l s are a p p a r e n t l y s t i l l not regarded as k e y quaüfications at G e r m a n universities.
W h e t h e r o n the l o c a l level f o r p u b l i c libraries o r at the m in ister ial level f o r scientific l i b r a r i e s , the p o l i t i cal b o u n d a r y conditions a l w a y s were a n d s t i l l are of special significance f o r the development of a c o u n t r y，s l i b r a r y s y s t e m . C o m p lex and c o m p l i c a t e d situations a l w a y s result whenever the responsibilities f o r the l i b r a r y and i n f o r m a t i o n s y s t e m are not assigned c e n t r a l l y to one a u t h o r i t y but are d i s t r i b u t e d i n a decentralized m a n ner at several levels. T h i s is b o u n d to complicate h a r m o n i z a t i o n ̶ f o r instance i n p u r c h a s i n g electronic s p e - cialized i n f o r m a t i o n b y c o n s o r t i a .
1. 3 N e w Seif-Image f o r L i b r a r i e s as Service P r o v i d e r s
M a n y examples i n the literature report o n h o w the t r a d i t i o n a l image of libraries a n d Iibrarians is chan
g i n g . Q i r " " " e i O a 5 s e r， f o r e x a m p l e， describes the t r a n s i t i o n f r o m l i b r a r i a n to i n f o r m a t i o n manager and puts for w a r d as the goal of l i b r a r i a n s h i p i n i n d u s t r y " t h e l e a r n i n g enterprise o r k n o w l e d g e management i n the sense of a systematic c r e a t i o n， s t o r a g e， t r a n s f e r， a p p l i c a t i o n a n d management of k n o w l e d g e t h r o u g h o u t the enter
prise so that a l l those i n v o l v e d c a n access the k n o w l e d g e of relevance to t h e m "[ 2 ].
It is i m m e d i a t e l y apparent that l i b r a r i e s h a v e， o r s h o u l d h a v e， the k n o w - h o w f o r selecdng and a c c o m p a n - ying information management Systems ( t h e difference between information and knowledge management will be discussed e l s e w h e r e ) . P a r t i c u l a r l y i n s m a l l c o m p a n i e s， they seem cut out f o r this j o b[ 3 ].
L i b r a r i a n s describe the change i n t r a d i t i o n a l l i b r a r y tasks. " F r o m holdings management to k n o w l e d g e
m a n a g e m e n t " illustrates the need for d i s p e n s i n g w i t h the l i b r a r i a n s ' t r a d i t i o n a l understanding of their role as custodians of i n f o r m a t i o n media and m o v i n g t o w a r d s b e c o m i n g managers of the k n o w l e d g e available at an i n s t i t u t i o n [ " .
M a n y l i b r a r i a n s w r i t e ab out the future of l i b r a r i e s b u t the authors do not a l w a y s intend to m a k e a clean break w i t h t r a d i t i o n a l l i b r a r y i n s t i t u t i o n s and their m i s s i o n s . A l t h o u g h the significance of new media and tech- nologies is h i g h l i g h t e d， nevertheless the importance of classical h o l d i n g s and a s叩p l e m e n t a r y extension of Services relating to these h o l d i n g s is also emphasized whereas other commentators d r a w attention to the deve卜
opment of new core competences o n the part of l i b r a r i e s m o v i n g away f r o m holdings-centredness o r describe the d i g i t a l l i b r a r y as a comprehensive m u l t i f u n c t i o n a l Space.
2 Change in Scope of Responsibilities and Redefinition of Fields of Activity
I n d e v e l o p i n g a comprehensive m o d e l of " t h e library，，， P w e r ßro/?みッconskiers that the l i b r a r y has al—
w a y s been a g r o w i n g o r g a n i s m a n d， together w i t h Lレぇ"リび，postulates that a l i b r a r y is rather defined by the tasks of a n a l y s i s , P r o v i s i o n and reOrganization of p r i m a r y i n f o r m a t i o n for the user than the classical t a s k s of s t o r a g e， i n d e x i n g， the search for and delivery of d o c u m e n t s [5] .
()ther authors speak of a Service m i x for readers and other persons entitled to use the s e r v i c e s， o r indeed conjure up the b r e a k d o w n of t r a d i t i o n a l Services and attempt to make a c o m p a r i s o n of l i b r a r y and economic processes. H o w e v e r， i n i d e n t i f y i n g new fields of a c t i o n， it must be p e r m i t t e d to ask the question of " c o n c e n - t r a t i o n o n core competences versus d i v e r s i f i c a t i o n of the service p o r t f o l i o " [6] .
A g a i n s t the b a c k g r o u n d o〖the boundary c o n d i t i o n s j u s t d e s c r i b e d , completely new potential is d e v e l o p i n g i n u n i v e r s i t i e s , research establishments and c o m p a n i e s， as w e l l as the m i s s i o n o〖t r a n s f o r m i n g this potential into accessible k n o w l e d g e . K n o w l e d g e management therefore becomes a central management task for enterprト ses, T h i s then gives rise to possible new fields of action and expertise for libraries.
Is k n o w l e d g e management a possible m i s s i o n for l i b r a r i e s ? C a n libraries and librarians cope w i t h this t a s k ? H a v e they got the k n o w - h o w ? D o they want to p r o v i d e this service? A r e they quali〖ied to do so? W h e r e are the realistic possibilities and l i m i t a t i o n s to be f o u n d ? Before a n s w e r i n g these question a brief i n t r o d u c t i o n to the c o m p l e x issue of k n o w l e d g e maひagement must be given.
3 What is Knowledge Management?
" f C " o u ^ e i i g e ü f/ie "eu^ / o r com/)e"".o" 户o"ca^z'Za/z" 5 0 C i ' "ッ" ( P e t e r D r u c k e r , M a n a g e m e n t G u r u )[ 7 ]
T o d a y， i n d i v i d u a l s make use of o n l y ab out 5 % of their k n o w l e d g e . A s yet there is no o p t i m a l p o s s i b i l i t y of s h a r i n g and c o m m u n i c a t i n g k n o w l e d g e . E n t e r p r i s e s also lose k n o w l e d g e i n the f o r m of i n d i v i d u a l o r o r g a n i - zational k n o w l e d g e . A t the same t i m e， an immense potential is not being e x p l o i t e d .
JVörta^a and Taぁet/c/if ( t w o economists f r o m J a p a n ) e x p l i c i t l y f o r m u l a t e d for the first time the fact that i m p l i c i t k n o w l e d g e , i . e. that w h i c h is stored i n people's heads， is the k e y to i n n o v a t i o n . T h e great age of k n o w l e d g e management begins w i t h this t h e o r y[ 8 ] ， w h i c h has n o w become one of the most important manage
ment topics ( F i g u r e 4)*
Before w e go into detail ab out the processes of k n o w l e d g e transfer and g e n e r a t i o n， the t w o types of knowledge must be differentiated:
( 1 ) Explicit knowledge ( " k n o w i n g whaビ，)：This k n o w l e d g e is factual k n o w l e d g e . It is s t r u c t u r e d， f o r - malized k n o w l e d g e stored i n documents and databases and is relatively easy to transfer.
( 2 ) ImpHcU knowledge ( " k n o w i n g how，，)： T h i s involves experience， subjective o p i n i o n s , intuほion， e m - pathy. It is deeply rooted in actions， ideals， values and emotions and is extremely personal. It is people"Orien- ted and embedded i n processes, t r a d i t i o n s and c u l t u r e s so that it is d i f f i c u l t to formalize.
E x p l i c i t k n o w l e d g e is relatively easy to pass o n to o t h e r people since it is already available i n a s t r u c t u r e d
Categorization of Transfer Processes accOrding to Knowledge Type
Sociali幼tion internalはation
P
。impücit ^1mpüc1t imphcit ^explicit
P
。implicit explicit explicit explicit
Internali zat ion Combi n at ion/System i zat ion
Figure 5: Knowledge creation in knowledge managementい1] ( 1 ) E x t e r n a l i z a t i o n : T h e e x i s t i n g i m p l i c i t k n o w l e d g e bound to i n d i v i d u a l s m u s t
Be made transparent and access ible for o t h e r s， and thus e x p l i c i t . ( 2 ) I n t e r n a l i z a t i o n : T h e e x i s t i n g , access ible and s t r u c t u r e d e x p l i c i t k n o w l e d g e
M u s t be internalized ( p e r s o n a l i z e d) ， i . e. corwerted into i m p l i c i t k n o w l e d g e and thus made usable.
( 3 ) S o c i a l i z a t i o n : T h e emphasis here is placed o n t r a n s m i t t i n g and i m p a r t i n g i m p l i c i t k n o w l e d g e . I n d i v i d u a l i m p l i c i t k n o w l e d g e is passed o n by c o m m o n experience and w o r k i n g to- f o r m . It i s， h o w e v e r , m o r e d i f f i c u l t to i m p a r t i m p l i c i t k n o w l e d g e . T h i s k n o w l e d g e f i r s t has to be t r a n s f o r m e d into a " c o m m u n i c a b l e " f o r m o r transferred d i r e c t l y f r o m p e r s o n to person.
i ^ " ) f r o iVomz^a introduces the various definitions of k n o w l e d g e , e x p l a i n s the difference between k n o w l edge and i n f o r m a t i o n， and presents the basic m o d e l of k n o w l e d g e transfer and k n o w l e d g e c r e a t i o n间. F i g u r e 5 shows the individual Steps in knowledge creation»
Electronic Business, Knowledge Management and Customer Relationship Management are currently
the most important Leadership Topics points assessment
8 Oi
7
Sourcei Information Management & Consulting, 1999
Figure 4: Knowledge management as a leadership topic[!
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gether a n d thus becomes available for other i n d i v i d u a l s i n the f o r m of i m p l i c i t o r - ganizational k n o w l e d g e and is retained for the enterprise. A l l those i n v o l v e d i n Joint tasks can l e a m by c o l i a b o r a t i n g ,
( 4 ) C o m b i n at i o n a n d M e a n s t r a n s f o r m i n g e x p l i c i t k n o w l e d g e i m o new m o d i f i e d e x p l i c i t k n o w l e d g e and s y s t e m i z at i o n : t h u s the creation of n e w， o r i g i n a l k n o w l e d g e .
T h e m i s s i o n of k n o w l e d g e management is the i d e n t i f i c a t i o n， t r a n s f o r m a t i o n and creation of k n o w l e d g e c r i t i c a l for success. I d e n t i f i c a t i o n means c o l l e c t i n g and localizing e x i s t i n g k n o w l e d g e so that it can be made access ible again and usable i n the enterprise. In the next s t e p , by means of transfer and d i s t r i b u t i o n， trans陽 f o r m a t i o n ensures that the i d e n t i f i e d k n o w l e d g e is spread i n the enterprise c u h u r e so that i n a t h i r d step new k n o w l e d g e can be created. It becomes apparent that k n o w l e d g e creation is the most i m p o r t a n t , but also the most d i f f i c u l t part of k n o w l e d g e management. A I together ， k n o w l e d g e management is not an easy exercise f o r e n t e r p r i s e s : " T h e process of i d e n t i f y i n g and t r a n s f e r r i n g practises is t r i c k i e r and more time˜consuming t h a n most people imagine"ぃ2〕.
W h y do companies i m p l e m e n t k n o w l e d g e management projects then? In a s t u d y , 31 k n o w l e d g e manage
ment projects were s t u d i e d i n 24 enterprises and the f o u r major goals for knowledge˜management projects i d e n t i f i e d [1 3] .
( 1 ) Create k n o w l e d g e r e p o s i t o r i e s : T h i s i n v o l v e s the c o l l e c t i o n and creation of document l i b r a r i e s (re墨 p o r t s， m i n u t e s， l e c t u r e s， a r t i c k s ) and/or the establishment of c o r r e s p o n d i n g databases.
( 2 ) I m p r o v e k n o w l e d g e access: T h i s g o a l is m o r e d i f f i c u l t to achieve. V a r i o u s strategies are applied to make e x p l i c i t or i m p l i c i t k n o w l e d g e available to others. E x p e r t n e t w o r k s are frequently meant h e r e， w h i c h may e x ist p h y s i c a l l y o r e l e c t r o n i c a l l y / v i r t u a l l y .
( 3 ) E n h a n c e k n o w l e d g e e n v i r o n m e n t : V a r i o u s efforts have been made to achieve this g o a l . Some enter- prises modified their o r g a n i z a t i o n a l structure so that k n o w l e d g e can be i d e n t i f i e d , t r a n s f o r m e d and created， whÜe others attempt to buüd up a knowledge˜management climate by c h a n g i n g the corporate c u l t u r e .
( 4 ) M a n a g e k n o w l e d g e as an a s s e t : K n o w l e d g e is treated here l i k e any other resource and is included i n the balance sheet and i n Strategie agreements o n operational targets.
In the early nineties of the t w e n t i e t h Century k n o w l e d g e management w a s s t i l l not an issue i n m o s t enter
prises whereas i n the year 2000 it is estimated that there was a w o r l d - w i d e t u r n o v e r of $ U S 2. 1 bülion i n this f i e l d .
W h y has k n o w l e d g e management become an issue i n management t h e o r y ? T h e respective management f o r m d e p e n d s， o n the one h a n d， o n changes i n externa 1 b o u n d a r y c o n d i t i o n s a n d c o n f o r m s to t h e m so t h a t， o n the other h a n d， the choice of management s t y k is a l w a y s also a q u e s t i o n of the Zeitgeist and thus of the p r e - v a i l i n g f a s h i o n . In the sixties of the t w e n t i e t h C e n t u r y , top management w a s p r i m a r i l y concerned w i t h the はsue o l d i v e r s i t i c a t i o n， whereas the seventies were dominated by the idea ot s t r a t e gにm a n a g e m e n t . 1 en years later everyone w a s t a Iking ab out T Q M whereas i n the course of the nineties the coneept of shareholder value led up to business process re˜engineering and u l t i m a t e l y the issue of core competences. F r o m this latter issue it was then o n l y a s m a l l step to h o l i s t i c k n o w l e d g e management,
T h e current p r o b l e m s i n e n t e r p r i s e s , such as those a r i s i n g f r o m d o w n s i z i n g and the consequent loss of valuable k n o w - h o w as w e l l as increasing staff m o b i l i t y， r a p i d l y led to the realization that corporate k n o w l edge, available i n the f o r m of h u m a n c a p i t a l， can be v a l u a b l e， d i f f i c u l t to replace and occasionally unique.
O n l y " k n o w l e d g e m a n a g e m e m " can give a practicable answer to this q u e s t i o n and help to salvage k n o w l e d g e via i d e n t i f i c a t i o n and t r a n s f o r m a t i o n and to retain it f o r the enterprise or even to create new k n o w l e d g e .
F u t u r e challenges i n i n d u s t r y w i l l require " k n o w l e d g e visioning，， if boundaries between sectors are to d i s - appear and creative and innovative potential created.
It is questionable w h e t h e r k n o w l e d g e management w i l l i n future s t i l l take the f o r m that it does today as a management strategy. It is not m e r e l y the fact that fashions change but it can be conjectured that a large n u m -
ber of k n o w l e d g e management issues w i l l become a n a t u r a l part of the w o r k i n g and corporate c u l t u r e and therefore k n o w l e d g e management w i l l no longer be necessary as an e x p l i c i t management t a s k [ " ] .
F r o m the h i s t o r i c a l point of v i e w， i n 1975 C H A P A R R A L S T E E L， a U S g r o u p， was one of the first companies to Orient its organi zational structure to knowledge management in order to establish its Status as a m a r k e t and technological leader【1 5 1. H o w e v e r， at that time the a p p l i c a t i o n of I T was not yet envisaged.
In 1 9 8 1， the Consulting f i r m A R T H U R D .しI T T L E began to develop knowledge˜based Systems a p p l i c a ble i n practice. It was 1987 before the first book o n k n o w l e d g e management was p u b l i s h e d i n E u r o p e[ l f i ].
T h e " S K A N D I A " insurance g r o u p was one of the pioneers i n r e a l i z i n g that its employees， k n o w l e d g e i n the f o r m of " h u m a n c a p i t a l " is one of the most i m p o r t a n t Company assets. In a d d i t i o n to the familiär annual r e p o r t， i n 1996 for the f i r s t time the Company p u b l i s h e d a H u m a n C a p i t a l R e p o r t as a s叩p l e m e n t [1 7] . S t a r t i n g from the large discrepancy between the Company's book value andほs market value ， efforts were made to make the intellectual capital v i s i b l e by means of k n o w l e d g e management.
T h e s t a r t i n g point for m a n y companies is the q u e s t i o n : " W h a t is left w h e n the staff go h o m e ? " T h i s reveals the knowledge^management approach,
W h e r e a s companies， pervious business p l a n u s u a l l y took a market匿based approach ( W h a t p r o d u c t do I want and w h a t resource do I need?) ， the rigorous a p p l i c a t i o n of k n o w l e d g e management suggests a resource˜
based a p p r o a c h ( W h a t k n o w l e d g e and resources have we got and w h a t p r o d u c t s can be produce w i t h t h e m ? ) . D e p e n d i n g o n the significance assigned to e x p l i c i t o r i m p l i c i t k n o w l e d g e , different strategies are employed to i n t r o d u c e and i m p l e m e n t k n o w l e d g e management i n the e n t e r p r i s e [1 8〗. A s t u d y by the H a r v a r d Business S c h o o l provides an o v e r v i e w of the knowledge-management activities of M C K I N S E Y &• C O M P A N Y i n c l u d i n g b o t h h i s t o r i c a l and current knowledge-management a c t i v i t i e s [1 9] . It becomes apparent t h a t， l i k e the B O S T O N C O N S U L T I N G G R O U P， M C K I N S E Y also f a v o u r a " p e r s o n a l i z a t i o n s t r a t e g y " for k n o w l e d g e management in its enterprise,
T h a t is to s a y， i m p l i c i t i n f o r m a t i o n is passed o n f r o m person to p e r s o n and not i n d i r e c t l y by means of externalization. In contrast， this is the strategy applied by the competing Consulting firms of A N D E R S O N
C O N S U L T I N G and E R N S T Y O U N G . T h e scrcalled " c o d i f i c a t i o n s t r a t e g y " places its confidence i n an I T - assisted " p e o p l e - t c ^ d o c u m e m " m e t h o d whereas the first t w o companies m a k e use of the " p e r s o n - t o ~ p e r s o n "
m e t h o d for m a i n t a i n i n g and c r e a t i n g k n o w l e d g e [2 0] , T h e concrete methods for implememiひg k n o w l e d g e m a n agement are also c o r r e s p o n d i n g l y d i f f e r e n t : whereas the "people˜to-document s t r a t e g y " emphasizes the t r a i n i n g of staff i n the v a r i o u s I T Systems u s e d， those companies p r e f e r r i n g a "person-to˜person s t r a t e g y " attach special importance to the development of networks and an extensive mentoring System. A n overview of the techniques and tools a p p l i e d for creating k n o w l e d g e is g i v e n i n article b y ßraぇe打化ひ[21].
A few concrete i n d i c a t i o n s of h o w the k n o w l e d g e management coneept i n the〖orm o〖a b o t t o m -叩m a n agement strategy was i m p l e m e n t e d at X E R O X can be f o u n d i n the paper by ß r o訓a n d D " g " zゴ[2 2] . In the p r a c t i c a l i n t r o d u c t i o n and i m p l ementat i o n of k n o w l e d g e management i n c o m p a n i e s , it becomes clear again and again that technical approaches are by no means sufficient for a p p l y i n g k n o w l e d g e management.
K n o w l e d g e management is therefore an integral management approach w h i c h n a t u r a l l y involves I丁 s y s - tems but over and above this also includes a n u m b e r of far more comprehensive methods for k n o w l e d g e crea
tion. F o r e x a m p l e , the externa 1 b o u n d a r y conditions for the creation of new k n o w l e d g e v i a k n o w l e d g e m a n agement must first be e s t a b l i s h e d . O n l y the existence of a high-care c u l t u r e enables k n o w l e d g e s h a r i n g to be p u r s u e d and the i n d i v i d u a l steps i n k n o w l e d g e creation to be i m p l e m e n t e d[ 2 3 ].
" H i g h - c a r e b e h a v i o u r " therefore m e a n s : ( 1 ) m u t u a l confidence
( 2 ) actively p o s i n g questions ( 3 ) p r o v i d i n g assistance
( 4 ) i m a g i n a t i o n i n j u d g e m e n t s and assessments ( " n e v e r k i l l an idea for a new product'，)
( 5 ) e s t a b l i s h i n g " c a r e " as a c o m m o n value
T h e r e are a n u m b e r of p u b l i c a t i o n s concerned w i t h the necessary c o n d i t i o n s for i m p l e m e n t i n g k n o w l e d g e management. " E n a b l i n g k n o w l e d g e c r e a t i o n " has become a research f i e l d i n its o w n r i g h t w i t h i n k n o w l e d g e m a n a g e m e n t[ 2 4 ] •
D a v e n p o r t et a l . i d e n t i f i e d eight conditions as c r i t i c a l factors for success h a v i n g a significant influence o n the o u t c o m e of k n o w l e d g e management m e a s u r e s [2 5] :
( 1 ) l i n k to economic Performance
technical and o r g a n i z a t i o n a l i n f r a s t r u c t u r e Standard, flexible knowledge structures k n o w l e d g e " f r i e n d l y c u l t u r e
clear purpose and language change i n m o t i v a t i o n a l practices m u l t i p l e Channels for k n o w l e d g e transfer senior management s u p p o r t
( 2 ) ( 3 ) ( 4 ) ( 5 ) ( 6 ) ( 7 ) ( 8 )
support
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wo rkgro up ' ヽ Computing 、 ノ'
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、 入,planning decis,on-and e d i t o rJ
\ ̶ ノ ヽ^ y s t e m s meeting-support /
c<W/"a,/o" ヽ、、 Systems ノ c o o戸 自
support ー- z support
Various types of IT support for knowledge management Source: St. Galler Wissensmanageinem,:
Figure 6: Various types of I T support for knowledge management[2 8]
If a m a j o r i t y of these conditions are not f u l f i l l e d t h e n k n o w l e d g e management cannot e s t a b l i s h i t s e l f : "ひ
H o w then can knowledge be created i n an Organization and distributed more effectively? A large number of p u b l i c a t i o n s have d e a h w i t h this issue. C / i r i s " a " Högろerg gives examples of the possibilities for an optト m i z e d a p p l i c a t i o n of corporate knowledge【2 7]:
( 1 ) w o r l d - w i d e n e t w o r k i n g ( 2 ) dialogue"creating n e t w o r k s
( 3 ) staff t r a i n i n g to raise awareness of the value of k n o w l e d g e
( 4 ) b r i n g i n g together people of different ages and b a c k g r o u n d s i n one team
( 5 ) start i n g k n o w l e d g e management w i t h j u s t one p i l o t project， not i n the w h o l e enterprise at once ( q u i c k w i i i s )
In p a r a l l e l to the sequence of management methods and their fashio nable m ani festat ions ， the c o r r e s p o n d ing s u p p o r t tools were developed o n the I T l e v e l . T h e sixties of the t w e n t i e t h Century were characterized by
simple operative data processing w i t h the mainframe Computer technology available at that time whereas i n the f o l l o w i n g twenty years attention was focused o n management information Systems. F i n a l l y , Strategie i n f o r m a - tion Systems were used in Strategie sectors.
T h e r e are a whole lot of I T fimctions support ing knowledge management processes ( F i g u r e 6 ) . F i g u r e 7 shows the classes of Software tools which can be applied for di〖ferent k n o w l e d g e transfer proces-
It is not easy to demonstrate w h e t h e r investment i n I T actually leads to increased p r o d u e t i v i t y and w h e t h er there is indeed any r e t u r n of investment. I T Systems o f t e n emerge as isolated Solutions ， so that the Compa
n y as a w h o l e h a r d l y p r o f i t s f r o m the investment. O n l y if the i n d i v i d u a l applications are m e a n i n g f u l l y i n t e r - l i n k e d to f o r m integrated i n f o r m a t i o n management does a n increase i n p r o d u e t i v i t y as a consequence of I T investments become measurable.
Currently relevant Classes of Software Tools for Knowledge Management
Simulation and
、Mode， ling
Arch
^g^cument ]
k Search and
Messaging/ j iving/
Workflow
Push sjechnologie!
Personal Information j
Gro叩ware
knowledge locaUzation transfer integrationof creation and collection and knowiege knowledge
sharing application processes
Figure 7: Currently relevant classes of Software tools for knowledge management
M a j o r attention w i l l p r o b a b l y be focused o n the customer i n future k n o w l e d g e management development.
A new c a t c h w o r d i n connection w i t h the f u r t h e r development of k n o w l e d g e management is " k n o w l e d g e net隱 w o r k i n g ' "3 0] . W h a t is meant by this is the co˜Operation of a l l persons and facilities i n v o l v e d i n knowledge^
management processes.
4 The Role of Libraries in Knowledge Management
In the l i t e r a t u r e , there are a n u m b e r of indications of h o w l i b r a r i e s , l i b r a r i a n s and i n f o r m a t i o n specialists i n general can contribute to k n o w l e d g e management. T h e r e is apparent l y general agreement that i n the future the greatest added value i n the service sector w i l l be achieved by p r o v i d i n g contents ( e » g . k n o w - h o w， Soft
w a r e ) ,
In a review article s u m m a r i z i n g the outcome of the A n n u a l Conference of the Special L i b r a r i e s A s s o c i a t i o n i n P h i l a d e l p h i a i n J u n e 2 0 0 0 , concrete indications are g i v e n c o n c e r n i n g the practical integration of k n o w l edge management i n enterprises. F u r t h e r m o r e， the role of i n f o r m a t i o n specialists i n the i n t r o d u c t i o n of k n o w l e d g e management is also discussed[3 1] • A c c O r d i n g to the r e p o r t， it is rather rare for i n f o r m a t i o n specia卜 ists to be i n v o l v e d i n Strategie p l a n n i n g or d i r e c t l y as the C K O ( C h i e f K n o w l e d g e O f f i c e r ) . In c o n t r a s t， s u p port for this process w i t h a l l the means available to l i b r a r i a n s and libraries s h o u l d not o n l y be w e l c o m e d but indeed encouraged. T h u s， for e x a m p l e， i n f o r m a t i o n Professionals have access to a l l relevant databases i n re
search. pro dtic t ion ， sales， m a r k e t i n g and finance. T h e more intens i v e l y a Company approaches k n o w l e d g e management, the more i m p o r t a n t does the management of databases， d o c u m e n t s , e˜mails and presentations
b e c o m e , as w e l l as of v i r t u a l d i s c u s s i o n groups and specialized chat g r o u p s , T h e f o l l o w i n g s k i l l s are therefore expected of an i n f o r m a t i o n p r o f e s s i o n a l : " T o t h r i v e i n a k n o w l e d g e environment i n f o r m a t i o n Professionals m u s t :
( 1 ) start to vaiue their o w n s k i l l s and have the confidence to a p p l y t h e m i n new and u n f a m i l i a r s i t u a tions ，
(2) understand their Organization, its strategies, its c h a l l enges, and where k n o w l e d g e and i n f o r m a t i o n can add v a l u e，
( 3 ) develop an understanding of the vast and c o m p l e x array of k n o w l e d g e and i n f o r m a t i o n w i t h i n and available to their Organization,
( 4 ) develop the new s k i l l s required to play an effective part i n a k n o w l e d g e team， ( 5 ) acquire the attributes needed to succeed in a k n o w l e d g e culture"〖3 2].
W V " u j e r also sees here — p a r t i c u l a r l y for special libraries — new t a s k s as necessary for s u r v i v a l i n the 21 st Century. H e mentions i n t e r n a l i n f o r m a t i o n Organization, the g a t h e r i n g and s i f t i n g of externa 1 i n f o r m a t i o n to avoid redundancy， e. g. for research and d e v e l o p m e n t , as w e l l as the creation of internal databases and the Organization of access[ 3 3〕.
4. 1 T h e L i b r a r y and K n o w l e d g e M a n a g e m e n t : P o s s i b i l i t i e s and L i m i t a t i o n s
W e have seen the b a c k g r o u n d (of l i b r a r y p o l i c y ) against w h i c h k n o w l e d g e management has been i m p l e mented and introduced i n m a n y enterprises. T h e question of the p arti c i p at ion of libraries has been raised i m - pHcitly and e x p l i c i t l y time and again. T h e f o l l o w i n g considerations proceed f r o m our o w n h y p o t h e s i s :
" I n the most comprehensive sense， k n o w l e d g e management means i n f o r m a t i o n and k n o w l e d g e crea
tion. T h e i n d i v i d u a l steps have been performed. In many of these f i e l d s , libraries and i n f o r m a t i o n specialists can and must contribute their Services. W h i c h Services this m a y involve w i l l be discussed i n the f o l l o w i n g . L i b r a r i e s are thus an integral component of k n o w l e d g e management. H o w e v e r， if k n o w l e d g e management is a management m e t h o d supported by top management then the l i b r a r y is an integral component of the enterprise and its participation can no longer be dispensed w i t h " . It is undoubtedly an exaggeration to assert that a l l k n o w l e d g e management could be performed by the l i b r a r y . W e have seen above that k n o w l e d g e management describes a management method w h i c h encompasses the endre enterprise and therefore can undoubtedly not be performed " b y " the Hbrary. N e v e r t h e l e s s , it is by no means absurd to consider whether the C K M ( C h i e f K n o w l e d g e M a n a g e r ) c o u l d not ( o r indeed s h o u l d noり be a member of the l i b r a r y staff or even the chief l i b r a r i a n . A s members of a cross-Sectional i n f r a s t r u c t u r e , i n f o r m a t i o n specialists s h o u l d be w e l l i n f o r m e d ab out the Overall enterprise and its sectors. T h e y s h o u l d be personally acquainted w i t h a n u m b e r of decision m a k e r s and familiär w i t h their areas of r e s p o n s i b i l i t y， tasks or researcn projects,
T h e competences available i n a l i b r a r y are frequently very w e l l suited for s u p p l y i n g appropriate support for the concerns of k n o w l e d g e management or even to f u n c t i o n as " p u s h e r s '， of this method. Since k n o w l e d g e management is far more t h a n a purely technology-oriented approach libraries have several simultaneous o p p o r t u n i t i e s of support ing k n o w l e d g e management level s in the fields of I T， Organization, strategy and h u m a n resources,
L i b r a r i e s make a l l types of k n o w l e d g e resources available. A s i n f o r m a t i o n Professionals they arrange access to i n f o r m a t i o n and k n o w l e d g e and provide a l l the required m a t e r i a l s， data and documents. T h e y s u p - port members o〖staff i n creating new k n o w l e d g e ( " c o m b i n a t i o n "， explicit to e x p l i c iりb y p r o c u r i n g m a t e r i a l， i n f o r m a t i o n and k n o w l e d g e . T h i s f u n c t i o n leads to the traditional l i b r a r y tasks of a c q u i r i n g， cataloguing and s u p p l y of l k e r a t u r e .
W i t h respect to the relevant Software tools for k n o w l e d g e management， opportunities for p arti c ipat ion by libraries can be identified i n c o m m u n i c a t i o n (messaging/e~mail) ， i n the field of document management for l o - calizing and c o l l e c t i n g as w e l l as t r a n s f e r r i n g and s h a r i n g knowledge ( F i g u r e 8 ) .
T e c h n o l o g y - o r i e n t e d i n f o r m a t i o n and c o m m u n i c a t i o n Systems are of assistance i n the process of externa 1- i z i n g i m p l i c i t to e x p l i c i t k n o w l e d g e . L i k e a l l other service Providers ， libraries w i l l i n f u t u r e have t o i n c r e a s i n g l y p r o v i d e t e c h n o l o g y b a s e d Services. E x p l i c i t k n o w l e d g e is transparent and retrievable for e v e r y b o d y and t h u s becomes reusable and applicable. T h e structuring of knowledge by Standardized procedures, the Standardiza- t i o n of the e n t r i e s， a m e a n i n g f u l and intelligent d o c u m e n t a t i o n of the e x p l i c i t k n o w l e d g e and the e s t a b l i s h m e n t of a n efficient but p r a g m a t i c r e t r i e v a l s y s t e m is indispensable for this step of k n o w l e d g e management.
Library
Library ^
ヽ
Simulation and ゝMo de 11 ing
1
ダ、 'ダMessaging/ ^
ヽ ^ g - " ゾ
A rchiving/
Document M a n a g e m e i ^ ^
Personal Information j
Groupware ヽ
Simulation and ゝMo de 11 ing
Searc ィs ^ e t r
h幼d
Workflow
Push Jcchnologies
Personal Information j
Groupware
knowledge localü ,reation and col Librarv
"ion transfer \ integration of ection and ^cno wiege knowledge
sharing iJ^plication processes
Library Library
Ciirrendy relevant C1ASSCS of Software Tools for Knowledge Management
Source:SしGaller Wi狄nsmanagemem，2000
Figure 8:しibrary p arti c ipat ion in the kno wl edg e-management process
L i b r a r i e s and i n f o r m a t i o n exchanges have competences in a l l these fields w h i c h they can p r o f i t a b l y c o n t r i b u t e for k n o w l e d g e management.
H o w e v e r， libraries are also able to m a k e a c o n t r i b u t i o n and provide c o m m u n i c a t i o n structures o n the lev
el of " h u m a n resources and Organization".
P r o a c t i v e i n v o l v e m e n t i n the creation of k n o w l e d g e can be f o u n d， for e x a m p l e , i n the establishment of k n o w l e d g e c o m m u n i t i e s and m a k i n g i n f o r m a t i o n available via specialized chat g r o叩s as w e l l as setting up appropriate access. T h e establishment of intranets and g r o u p w a r e is o n l y the w o r k of I T departments f r o m the technical perspective. T h e Operation of such Software must be initiated, supported and administered by a p p r o p r i a t e , preferably u n i n v o l v e d , m o d e r a t o r s . T h e creation of concrete and v i r t u a l r o o m s for k n o w l e d g e transfer can s u p p o r t the s o c i a l i z a t i o n , i . e. the transfer of k n o w l e d g e f r o m person to p e r s o n， f r o m i m p l i c i t to implicit.
A possible m od erat ion of v i r t u a l o r real d i s c u s s i o n s o r chats by i n f o r m a t i o n specialists is also conceivable.
T h e n e u t r a l and i n t e r d i s e i p l i n a r y Status of l i b r a r i e s is especially appropriate for this purpose. L i b r a r i e s can a卜 so s u p p o r t the creation of k n o w l e d g e b y e s t a b l i s h i n g a creative " s p a c e " . T h e environment and atmosphere of a
"knowledge"saturated" Space generates inspi ratio n and creativity. In this way， libraries assist in interna Hz ing as w e l l as i n c o m b i n i n g and s y s t e m a t i z i n g b y m a k i n g p r i m a r y sources and suitable secondary resources available ( F i g u r e 9 ) .
W h e n companies c o m p i a i n that " w e reinvent the w h e e l e v e r y w h e r e， and there is no w a y to pass o n suc
cess stories，，["] ， t h e n the l i b r a r y can and m u s t be the i n t e r d i s e i p l i n a r y interface, the neutral space for c o m m u n i c a t i o n t h r o u g h o u t a l l sectors of the enterprise.
4. 2 T h e L i b r a r i a n as " K n o w l e d g e W o r k e r " and C K ( ) ? A Plea for a N e w Seif-Image of L i b r a r i a n s
It m a y be said that the t r a i n i n g of l i b r a r i a n s has rather a poor reputation t h r o u g h o u t the w o r l d . D o u b t is cast b o t h o n the q u a l i t y of the t r a i n i n g i n s t i t u t i o n s and the lecturers ， as w e l l as o n the q u a l i t y and m o t i v a t i o n of the students. C r i t i c i s m of t r a d i t i o n a l l i b r a r y c u r r i c u l a is p arti c u l a r l y w i d e s p r e a d . F a u l t is f o u n d w i t h Colle
ges of librarianship world-wide due to the lack of service orientation du ring training[3 5〕.
C3teaoriz3tion of T r pn c f。
r D t v ^ o e e o e
(reafion «f dotuaeiif in:One fioxm cf a
implicit implicit
Externぶzation
通 mpHc 汰 explicit
impHcit explicit explicit explicit Com bijfatiorV
• 叫p t i üiig intern
Figure 9: Library p arti c i p at ion in the transfer processes of knowledge management
T h e l i b r a r i a n，s j o b profile is also rather m i s c e l l a n e o u s， not to say d i f f u s e . It is d i f f i c u l t to i d e n t i f y the es- sence of the l i b r a r y profession. F o r m u c h too l o n g , libraries and librarians were preoccupied w i t h " i n n e r " va卜 ues and they also ignored the customers as direct recipients of service q u a l i t y for too l o n g and d i d not take an entrepreneurial approach.
T h e q u a l i t y and scope of l i b r a r i a n s ' know醫how is therefore less and less appropriate for the tasks assigned to t h e m . T h e virtues of c o r r e c t i t u d e， orderliness and conscientiousness, occasionally augmented by the p s e u - do墨intellectual argument of w i d e r e a d i n g， have fortunately no longer been the central focus of l i b r a r i a n t r a i n i n g for several years. H o w e v e r , special s k i l l s i n cataloguing and v e r i f y i n g b i b l i o g r a p h i c data are rarely of assis
tance i n meeting the c h a l l enges. U n d e r t a k i n g missions i n k n o w l e d g e management requires b ro ad-based qualifト cations o n the part of l i b r a r y staff. W h e r e a s a C K O ( C h i e f K n o w l e d g e O f f i c e r ) develops strategies, estabÜ- shes Standards and processes, takes the i n i t i a t i v e , and has to change the atmosphere and c u l t u r e， the co卜 leagues i n v o l v e d w i t h k n o w l e d g e management have to f u l f i l a number of special supplementary and s u p p o r t i n g measures. T h u s， for e x a m p l e , a knowledge^management team is composed of knowledge"management Con
sultants w h o introduce and accompany knowledge-management initiatives i n the i n d i v i d u a l d i v i s i o n s of the C o m p a n y , an intranet manager w h o i m p l e m e n t s the c o r r e s p o n d i n g I T Systems f r o m the technical aspect， c o n tent managers and extranet managers w h o include externa 1 i n f o r m a t i o n for the enterprise.
A l l these m i s s i o n s can be undertaken i n most libraries but staff qualifications have to be appropriately a卜 tered and supplemented. A k n o w l e d g e manager is by no means a Wunderkind, but w i t h the comprehensive and w e U - f o i m d e d basis of k n o w - h o w available i n many l i b r a r i e s considerable success can also be achieved i n k n o w卜 edge management.
T h e most i m p o r t a n t r e o r i e n t a t i o n concerns " m a n a g e m e n t t h i n k i n g " . U n f o r t u n a t e l y , most l i b r a r i a n s are not even familiär w i t h the basic t e r m i n o l o g y and an entrepreneurial approach is foreign to them and is o f t e n rejected out of h a n d . M a n y l i b r a r i a n s s t i l l c l i n g to o l d patterns of t h o u g h t and remain attached to the tradト t i o n a l values of l i b r a r i a n s h i p . T h e creation of basic management s k i l l s i n libraries i s， h o w e v e r， urgent l y re-
quired in order to understand the overall System.
In d e t a i l , t h i s does not so m u c h c o n c e r n the s p e c i a l i s t q u a l i f i c a t i o n s but rather general k e y q u a l i f i c a t i o n s w h i c h are not u s u a l l y r e q u i r e d o n the part of c i v i l s e r v a n t s and have therefore been n e g k c t e d :
( 1 ) comprehensive knowledge of the supporting Organization, the overall enterprise and the c o r p o r a t e s t r a t e g y
( 2 ) familiarity with the areas of responsibility and tasks of rhe Company executives ( 3 ) c r o s s - cU t t i n g a p p r o a c h
( 4 ) f l e x i b i l i t y i n the r e s p e c t i v e f i d d of w o r k， readiness to take o n new activities ( 5 ) e n t r e p r e n e u r i a l a p p r o a c h
、t>) r i g o r o u s c u s t o m e r o n e n t a t i o n ( 7 ) d e m a n d orientedness
( 8 ) cost c o n s c i o u s n e s s ( 9 ) process o r i e m a t i o n
( 1 0 ) eagerness and a b i l i t y to i m p l e m e n t i n n o v a t i o n s ( 1 1 ) a b i l i t y and readiness to co˜operate
( 1 2 ) life^long l e a r n i n g
T h e e x i s t i n g basic l i b r a r y c o m p e t e n c e s， s u p p l e m e n t e d b y the above˜mentioned special s k i l l s , w i l l enable l i b r a r i a n s and l i b r a r i e s to be t a k e n s e r i o u s l y and p l a y an i m p o r t a n t role i n k n o w l e d g e m a n a g e m e m ,
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