The Challenges of Knowledge Sharing in Practice: A Social Approach

Citation

Bruce, N.M. (2008), "The Challenges of Knowledge Sharing in Practice: A Social Approach", Library Review, Vol. 57 No. 7, pp. 562-563. https://doi.org/10.1108/00242530810894130

“There is power in an understanding of information behaviour and in an understanding of the construction of shared knowledge and how it is affected by the social identity of a group”.

“Capturing, recording, using and sharing knowledge and information, providing vital support to every aspect of our business, is more than ever critical to our success… You must have a very good understanding of what makes for effective knowledge and information management, as well as a track record of successful programme management and strong strategic, communication and analytical skills”.

The first quotation is from the final paragraph in Widén‐Wulff's text, which aims to show that “the social dimension” needs to be considered, as well as the “technical, managerial, personal and social challenges” faced in understanding how knowledge is understood, collated and kept sustained. The second is from an advertisement for a new post of Head of Knowledge and Information Management for the Parliamentary and Health Service Ombudsman, based in London.

Widén‐Wulff explains that information and knowledge are often seen to be one and the same by users. How information and the “culture” within which it is shared are key considerations in our understanding of the role and benefits it has. The Parliamentary Ombudsman seems to have realised that to be able to function effectively, it needs to harness its internal information and knowledge actively. It also needs to ensure its “information culture” is as positive and proactive as possible.

Through what really is “an authoritative view of current thinking” (the role of this series of books for the “busy information professional”), the author skilfully weaves in the research and findings of others working in this area of academia.

References are copious: in the text, in very helpful figures and in tables. Research and commentary all appear to be from the Northern Hemisphere; mainly Western Europe and the USA, and it would be interesting to know if organisations elsewhere operate in the same manner.

The review here includes the importance of social and intellectual capital; it then evidences it through two empirical case studies. It demonstrates how trust, motives, expectations and capabilities all play their part in foreseeing the best information culture.

There is no doubt that understanding and harnessing information and knowledge is a significant challenge for any organisation. Recognizing that there is no one‐size fits all “enterprise” software or other system will be key for any organisation looking to improve itself. This book will be a useful tool for any new or even experienced Head of Knowledge and Information Manager. It will also be useful for information professionals in any organisation. Their challenge will be to work out how to convince others that their role could assist improve the sharing (and management) of knowledge.