MIGRATION OR INTEGRATION

MIGRATION OR INTEGRATION, KNOWLEDGE MANAGEMENT IN LIBRARY AND INFORMATION SCIENCE PROFESSION: A BARRIER OR A FUTURE.


MANIR ABDULLAHI KAMBA
Department of library and Information Science,
Bayero University, Kano 234/Northwestern zone, Nigeria.
E-mail: manirungr@yahoo.com
ASSOC. PROF. DR. ROSLINA OTHMAN
Department of library and Information Science
International Islamic University Malaysia. Gombak, Kuala Lumpur Malaysia
†E-mail: roslina@iiu.edu.my
Knowledge management (KM) today has become a diversified field of study and practice, which attract different disciplines and background to be co-opted or absorbed without boarder-line. Most of the academic articles that deal with Knowledge Management (KM) in some way always start by trying to define it. The fact is that, there is no standard or stable definition of the concept because most of the writers failure to look back to the history. After all, library and information science profession have been the custodians of documented knowledge since time immemorial. This paper portrayed that Knowledge management (KM) is an extension of librarianship that focuses on both the external and internal information resources (knowledge) management with the integration of technologies, directed towards the successful achievement and success of organisations in general. The paper also highlighted the major barriers to LIS engagement in the knowledge management; it further explains that integrating knowledge management in the LIS profession is a future not a barrier. The paper concludes with some suggested directions for LIS schools, practitioners, educators and researchers.
1. Introduction
Prior to the widespread and the use of ICTs in the like of computers, the Internet, and other related networking technologies, libraries are in existence since time immemorial and are established for the purpose of capturing, storing, and managing the knowledge acquired from individuals, organizations and the societies in general for the development of future generation. Supporting this, Manir (2007) mentioned that, historically, we have heard that, knowledge were preserve in the form of learning materials such as bones, clay tablets, papyrus etc. but with development taking place in the world, knowledge were transmuted in the form of paper specifically, books, journals and reports, etc. During renaissance period, i.e. the age of enlightenment, this was the period that the world witnessed instrumental development of knowledge production and distribution, with the advent of printing machine by Guttenberg. This clearly indicates that ever before and from the beginning of the world knowledge was managed in different formats, even before the establishment of the Libraries.
Today, generation of knowledge, management and the use of knowledge resources are becoming crucial in the creation of wealth. Knowledge is making life easier for human development around the world. Therefore effective management of knowledge resources is now playing a key role in wealth creation and successful achievement of organizations, societies and world at large.
The world’s strongest economies are no more emphasizing on industrial production but rather becoming powerhouses of knowledge. Knowledge today becomes the most effective weapon to fight against enemy. In this context, a knowledge or information seeker is trying to find a connection between what already exists in his/her mind and what exists in his external environment. This however, shows that organizations, institutions and agencies in their entire ramification are dwelling into a serious competition of rat race, which is leading them to hunt for talent (knowledge) as a product of information. Omuniyi (2000) stated that, organizations today are trying very hard to employ best brains with the belief that innovations will automatically follow once the best brains are hired. This clearly indicated that managing knowledge has a direct relationship with success and achievement of individual, societies and organizations.

1.1 Transition from Scarcity of Information to Overflow of Information
The origin and development of knowledge repositories known as libraries have been traced to the early civilizations in Egypt, Greek, Rome and few others respectively. The contributions of these civilizations and as a result of time and space resulted to, or formed the bedrock of knowledge repositories on which past is being transmitted to the future. This serves as the beginning point where the model library and information system evolved to act as the hub or container of information, which transcends to knowledge.
There two movements that emanate as a result of knowledge which started from scarcity of information or knowledge to the overflow of information this movement has made it necessary for knowledge to be preserved and manage effectively for societal and organizational developments. These movements can be categorized into two (2) era that is, Pre-modern era and Modern era.
Pre-modern Era: It is the era that witnessed the scarcity of knowledge and information, in this era literacy and knowledge was not widespread in almost any culture, so there were few people capable of writing histories and production of knowledge. This era was characterized by three movements or transformation in different periods below is the graphical illustrations of these periods and movements.
Fig: 1.
Ancient period Medieval period Renaissance period



Modern Era: This era witnessed the overflow of information and knowledge through development of technologies in the production and preservation of knowledge. It is the era which witnessed rapid development in human society through industrialization and technological revolution. This has to do with a society in which the conditions for generating knowledge and processing information have been substantially changed by a technological revolution focused on information processing, knowledge generation, and information technologies. This era is characterized by two (2) movements and revolutions i.e. industrial revolution and information revolution which is further divided into two i.e. information society and knowledge society even though some scholars categorize them to be one. Graphical representation of this era is shown below:
Fig.2: Information society

Industrial revolution Information Revolution





Knowledge society
Knowledge society









From the above movements and revolutions we can conspicuously see that, different periods of development exists which represent scarcity and overflow of information or knowledge for the development of human kind. These periods consider information and knowledge as the key to the advancement of societies; supporting this statement, Al-Hawamdeh (2002) mentioned that, “knowledge and innovation played an important role in the development of society. The transformation from an agrarian society to the information society has largely been brought about as a result of accumulation of knowledge through the centuries”. Knowledge by its very nature depends on other knowledge to build on. In a similar review, Duffy, (1999) and Narayanan, (2001) all maintained that knowledge creation is, in fact, a process of value addition to previous knowledge through innovation.
This also implies that the more knowledge an individual, society or organization already possess the more they we will be in a position to create and transfer to others. Al-Hawamdeh (2002) further lamented that, the key to economic success is always linked to the advances in knowledge creation and the ability of a nation in translating knowledge into products and services. But while knowledge existed since the existence of mankind, it is only recently that it has been recognized as a factor of production. Foray & Lundvall, (1996) stated that many people have recognized that knowledge is the only meaningful economic resource in the knowledge society. It has been now recognized that information and knowledge are the drivers propelling productivity and economic growth, leading to a new focus on the role of information, technology and learning in economic performance.
According to Drotner, (2005) since the 1980s, a number of fundamental developments have served to change a situation of scarcity into a situation of overflow. This has led to dramatical shift from industrial society to information society where information and knowledge becomes the weapons for fighting economic and other developments. As we move from a concept of the information society on to a concept of a knowledge society, the role of libraries and the information professionals must undergo similar changes of priority. These movements come, as result of impact of globalization and commodification of media from the late 1980s and emergence of computers and later the Internet and mobile technologies.
2.0 Library and Information Science Profession as Custodian of Knowledge
Libraries are indispensable part of societal development; this is because they serve as repositories of knowledge which further underscored by the fact that main activities of any individual, societies, organizations and educational institutions are geared towards pursuance of knowledge. As such progress in all fields of human Endeavour is limited where there are no libraries. This is why Wali (1991) stressed that, “libraries acquire various types of human communication records, published or unpublished, written or oral in recorded form and store them for later use”. In this regard, Agoulu and Agoulu (2002) described libraries as the society’s memory standing in the same relationship as the human memory does to an individual. The society draws upon its library in the same way an individual draw upon his memory to meet his varied needs.
It is well known fact that, libraries have developed historically in tandem with the industrial society, and their formation is mostly based on enlightenment ideals of freedom of expression and of universal access to information and works of imagination (Drotner, 2005). In addition to this, libraries are established in the industrial societies to serve as a remedy to the scarcity of information and (quality) entertainment and to secure universal access. The definition of information and fiction is clear, since these concepts have a physical materiality: they are books, journals, records and films. For this reasons, libraries becomes not only the custodian of knowledge but rather the life wire that keep knowledge alive, fresh and thus continue the process of education successfully by consulting the various sources of information to advance knowledge. Over the years libraries have supported individual, organizations and societies in knowledge provision and literacy, thereby ensuring that they do not relapse into underdevelopment and confusion. As we are witnessing the over flow of information and knowledge due to development in information technology and the Internet, library and information science profession is facing a great challenge. Librarians and the profession tend to be conservatives without showing any sign to accept changes that make the field lucrative and competitive by successfully integrating the new technologies in discharging their responsibilities.
Failure to answer the clarion call, which comes as a result of information revolution, clearly invites or gives automatic tickets to other profession to take over the management of knowledge. This integration and migration of the other disciplines into the responsibilities of librarianship has clearly indicates the ineptitude of library and information profession to meet up with the challenges of the information society. Koenig (2005) stated that, despite the obvious overlap with librarianship, our field has done comparatively poorly on capitalizing on that overlap. The KM movement has gone through a number of stages, and it is now moving into a stage of recognizing the importance of and incorporating information and knowledge external to the parent organization. Such information and knowledge has always been field of librarianship.
Basically, many disciplines see that marrying the concept of management and knowledge can provide success and efficiency in the developments of organizations. Shanhong (2000) opined that, “knowledge has become the driving force for social development, the attention of the society to information and knowledge is rising and people's demands for information and knowledge are increasing step by step. Moreover, as information and knowledge has become an important productive factor for the modern economic system, the society will inevitably require intensified management of information and knowledge which stand as a challenge to the librarians today. This challenge led to the emergence of knowledge management as discipline and profession, since it operates with out border i.e. a universal acceptor.

3.1 Knowledge Management (KM)
The concept of knowledge society or movement from information society to knowledge society marked the beginning of knowledge management as a new name but not new practice; even though there are some additional elements that made it to differ from information management or library management. Knowledge management is emerging as a key concern of organizations, particularly those who have already redesigned their business processes and embedded a total quality approach into their practices. (Drotner, (2005) reiterated that Knowledge Management further emerged as result of competition that arises between information society and knowledge society, while the term information society focuses on the raw materials so to speak (‘information’), the term knowledge society serves to emphasize the various menus (‘knowledge’) that may result from people’s handling of the raw materials.
Knowledge Management activities are replacing the work of special librarians in organizations and institutions; this is because knowledge management encompass assessing, changing and improving human individual skills and/or behaviour in the process of undertaking his daily activities and inline with the development of his organization. Shanhong (2000) indicated that, in the knowledge economy, the management refers to effectively identify, acquire, develop, resolve, use, store and share knowledge, to create an approach to transforming and sharing of tacit and explicit knowledge, and to raise the emergency and innovation capability by utilizing the wisdom of the team.

3.1 Is Knowledge Management, A Migration OR Integration into Library and information Science?
The point of contention here is whether the emerging discipline of knowledge management is a migration of ideas or integration? Majority of writers are of the opinion that knowledge management (KM) is a new discipline separate from library and information science profession, while others maintained that it is part of or it is integrated in the library profession which gather momentum to snatch the responsibilities of special librarians or librarians in organisations. In the same vain others are with the opinion that knowledge management (KM) migrated from other fields and take over the position of library and information profession in the management of knowledge. All these arguments could sound to be true and defensive, depending on the individual understanding of the following questions, what is knowledge management? How knowledge management emerge as a new discipline? What lead to the idea of knowledge management? Is knowledge management a new field, if yes what happened with knowledge that was preserved before the industrial revolution? What does knowledge management mean to library and information service professionals? After all, don't librarians and information professionals organize and provide access to knowledge? Is knowledge management just a new income stream for consulting firms when other business words lose their cluster?
The fact is that, knowledge management is neither a migration nor integration but rather, is all encompassing dealing with library management, information management and focussing more on the success and achievement of organisation with aid of technologies. Knowledge Management is diversifying the library and information profession making it more valuable, fashionable. In fact, Knowledge management (KM) is more than managing or organizing books or journals, searching the Internet for clients or arranging for the circulation of materials. However, each of these activities can be part of the knowledge management spectrum and processes (Broadbent, 1998). Knowledge management (KM) is about enhancing the use of organizational knowledge through sound practices of information management and organizational learning. The purpose is to deliver value to the business (Broadbent, 1998).
According Koina (2002) librarians are the ultimate knowledge managers. We all know that. After all, haven't we been the custodians of documented knowledge for centuries? According to the literature, many librarians still believe that knowledge management is simply managing information and explicit or documented knowledge, which is what they have been doing for many years, and that eventually everyone else will deduce this. However, information and knowledge are not the same thing at all. Information is simply contextualized data. To become knowledge, there needs to be an added human element. Information tends to be tangible, whereas knowledge is information that is interpreted and synthesized. This according to Southon and Ross Todd (2004) “carries a key assumption that library and information professionals have an important role to play in knowledge management and, if anything, serves to 'stake a claim' in the knowledge management territory, in part, as a vehicle for enhancing the professional image and role of the information professional”.
The argument between migration or integration of knowledge management into library and information science profession provide an interesting contrast in perspective. Southon and Ross Todd (2004) explain that in many respects the view of library/information management represented the traditional view - that is, that of a provider of physical artifacts of knowledge. The focus was on the technical processes of gathering and organizing information to enable access, with little engagement with what is done with that information or the overall impact of the service on the organisation. The view of knowledge management, on the other hand, involved processing of the information and adapting it to the needs of the user in the light of overall organizational objectives (Southon and Ross Todd 2004). This more strategic view is similar to that being promoted as the ideal for modern information services (Goulding et al, 1999). Thus, it is found that library/information management is seen in very narrow terms, which are consistent with the low esteem, whereas knowledge management appears to challenge many of them to think more broadly, contextually and strategically, in terms that are more likely to advance their roles in the organization, while staying within the information framework. (Southon and Ross Todd, 2004)
From the above discussions we can see categorically that knowledge management is an extension of library and information science focusing on modern information provision targeted mainly on using the tacit and explicit knowledge and information for organisational success and achievement. This has been explained further by Drucker, (1999) that “what we call the Information Revolution is actually a Knowledge Revolution. What has made it possible to routinize processes is not machinery; the computer is only the trigger. Software is the reorganization of traditional work, based on centuries of experience, through the application of knowledge and especially of systematic, logical analysis. Thus, Knowledge management is seen as the discipline within which library and information science reside, and is concept that attracts many organisations and disciplines, because it deals with organizational efficiency, maximizing organization's potential, competitive advantage, building a learning organization and managing intellectual capital.
3.2 Is Knowledge Management A Barrier OR A Future to Library and Information Profession?
The role of knowledge management in library and information profession tend to be future than barrier, this is because KM will become more and more important along with the development of knowledge economy. Southon and Ross Todd (2004) stated that, knowledge management (KM) presents a major shift in focus regarding the development and use of knowledge and information in increasing the effectiveness of any organization. It presents an opportunity for information professionals to make themselves relevant to their parent organisations in a much more vital way than has generally been the case. It also presents a major challenge to information professionals to engage with issues that have not generally been regarded as their task, either by themselves, or by those for whom they work (Southon and Ross Todd, 2004). A body of literature has emerged that explicitly addresses that, there is a future for library and information professional within the context of Knowledge Management. For example the study of Rooi & Snyman (2006) found that, knowledge management would create an environment conducive to knowledge sharing; managing the corporate memory; transfer of information management and related skills to a new context that is linked to business processes and core operations. Furthermore, KM will develop a corporate information literacy; and finally, management of information in a digital/electronic environment
According to Schwarzwalder (1999), writing from an IT perspective, however, does outline some of the benefits of including librarians as KM players, such as their commitment to sharing information (unlike many people in organizations), their effectiveness, their customer-oriented attitude and their awareness of the ways in which people communicate information needs and of patterns of information use. Indeed, librarians determine success by the way in which people use a system, not according to the way they could use one if only they did things the way the system designers intended – a point of contrast, it is suggested, with the information systems and technology community (Snyman 2001, p.274). There is some evidence that KM has extended the job market of LIS professionals beyond traditional libraries and information centres.
In summary, knowledge management becomes a future to library and information profession as a result of the following benefits: It helps the library and information professionals to ensure the right information to be provided and at the right at time, based on the need of users within organisations; it helps the library and information professionals to get the right people at the right time to make the right decisions using the specific organisational information and knowledge; it helps library and information professionals to collaborate with other organisational staff to provide organizational agility. Similarly, it make the library and information professionals through organisational activities to provide operational efficiency in the organization; it make library and information professionals to be aggressive thereby providing information and knowledge that will increase innovation rate; Knowledge management creates employee growth and continuous learning of the library and information professionals; it makes library and information professionals to be integral part and parcel of the core growth and improvement of organisations.
4.0 Tacit Benefits
One of the greatest achievements of knowledge management to library and information professionals is on the area of tacit knowledge and information. The introduction of knowledge management has create awareness to library and information professionals, thereby making them to understand that tacit knowledge is very vital in attaining organisational success and achievements. The specific benefits are it makes library and information professionals to improved team work and communication within the organisation; it makes the library and information professionals to reduced problem solving time; it helps the library and information professionals to improve the profitability while reducing the high cost to organisation. In addition, it makes library and information professionals to have consistency in discharging their activities; it helps them to improve their project management skills; it helps them to be more on user centred by involving customer participation in the process of attaining organisational success; it makes the library and information professionals to be part of business process improvement.

4.1 Challenges for Library and Information Science Professionals
There is a general consensus by scholars and researchers within the literature of library and information science that Knowledge Management (KM) has presented exciting challenges to Library and Information Science professionals. As such their skills are regarded by some as highly relevant and they could provide useful input into what has turned out to be a multi-disciplinary approach to KM development in organizations, but, as Doug (2004) points out, this is an opportunity that requires a great deal of preparation and a new way of thinking. According to Sarrafzadeh (2004) although LIS professionals may have excellent information management skills, they need to gain additional skills and cross existing boundaries in order to become significant players in KM. The obstacles might be personal, organizational and/or professional; some may arise from the personal characteristics of LIS graduates and some from their inappropriate type of education. However, in another review Abell and Oxbrow (2001) stated that from the employer’s point of view the specific challenges could be as follows: lack of business knowledge; lack of understanding of the interplay between information and organizational objectives; poor team and leadership skills Lack of management skills. In addition to this, Schwarzwalder (1999) claims that the major disadvantage of librarians as KM players is that they have little or no influence in terms of changing organizational culture. Librarians are poorly placed as change agents but as already suggested, they can expand their influence by partnering with other groups within their organizations. In our own opinion we establish that the challenges faced by library and information science professionals emanate within four perspectives i.e. individual, organisational, technological and Library and information science education.
1). Individual: there are serious problems among the library practitioners such as
a. Indifferent attitudes or lukewarm attitudes of the librarians towards the profession itself.
b. Conservatism, majority of the practitioners are conservative in nature, they develop phobia on any new changes into profession especially with regards to Information Technology and lack of organisational knowledge.
c. Lack of technical know how and show on integrating the new concepts into the field, and Tacit knowledge is difficult to capture and manage by individuals
d. Majority of librarians gives much concern with the external information resources rather than internal resources, and lack of required management skills
e. Lack of knowledge on business process identification and analysis
f. Lack of understanding the knowledge process within the business process
g. Lack of understanding the value, context and dynamics of knowledge and information within the organisation.
h. Lack of knowledge on mapping and flows of information in the organisation.
2). Organisational
a. Questioning the integrity of Library and Information science professional’s capability to serve as knowledge managers, lack of acceptance by the organisations and Organisational knowledge and information politics
b. Organizational feudal or anarchist approach to information professionals, always seeing them as blood suckers.
c. Recruitment differences on employing who is capable of becoming knowledge manager.
d. Data Accuracy: Valuable raw data generated by a particular group within an organization may need to be validated before being transformed into normalized knowledge.
e. Data Interpretation: Information derived by individuals or groups in organisation may need to be mapped to a standard context in order to be meaningful to someone else in the organization.
f. Data Relevancy: The quality and value of knowledge depend on relevance. Knowledge that lacks relevance simply adds complexity, cost and risk to an organization without any compensating benefits
g. Monitoring of various departments to ensure that they take responsibility for keeping their repositories clean of redundant files.
h. Lack of adequate finance allocated to the libraries or knowledge repositories to join a network with similar institutions for effective sharing of knowledge
i. Lack of training programmes that will enhance professional development
3). Technological
a. Lack of knowledge and skills to use the Information technologies and frequent changes in the production of technologies, most of the technologies today become obsolete quickly.
b. Knowledge bases tend to be very complex and large: When knowledge databases become very large and complex, it puts the organization in a fix as a result of changes in technology and lack of relevant and adequate information technology facilities
c. Lack of customize software that will facilitate knowledge management activities and knowledge sharing among organisations.
4). Library and information science schools
a. Most of the LIS schools lacked business understanding and commitment to organizational goals.
b. Lack of awareness on the knowledge management and its importance to the profession.
c. There is no develop course or training on the technical skills required to embed knowledge processes within organisations, to promote business understanding among information professionals, and to facilitate other key skills needed in KM environments.
d. The nomenclature of programs provided in the library schools is not adequately enough to prepare information professionals to become knowledge managers.
e. Teaching the students on how to capture and manage tacit knowledge is not so easy. It is hard to know what is in human mind. It is also difficult to capture knowledge and manage it within large organizations.
f. Lack of researches by academics on the perception of knowledge management from various angles of organisation and institutions
Often it was a mismatch between what were incorporated in LIS syllabus and acquired by librarians, and what were demanded by the industry implementing Knowledge Management. Othman et al (2008) identified the demand for data mining knowledge and skill among others which were lacking among librarians. Knowledge motivates actions and enables confident decision making, and thus business intelligence knowledge and skill is essential. Without such knowledge and skills, knowledge management is a barrier for the librarian or information professionals.
There are elements within knowledge management that called for knowledge and skills recognized as coming from LIS field, such as knowledge repository, knowledge sources for a particular domain; however, techniques and tools must be kept updated and matched with what are available today. Most LIS courses maintained the same tools and techniques without considering the latest development in related fields such as information technology and computer science (Othman et al, 2008). Serious consideration should be given on mapping the knowledge management courses deriving from LIS as having a relationship with courses from other fields, such as business and management, law, and computer science. LIS professional could offer and should acquire skills and knowledge on ‘KNOWLEDGE management’ rather than ‘knowledge MANAGEMENT’, since the former would expand the horizon of LIS by opening up more opportunities in the acquisition of latest techniques and tools and being relevantly related to computer science, law and business and management.

5.0 Conclusion and Way forward
It is clearly seen that knowledge management is not a new field or discipline, neither a migration or integration but rather an extension or continuation of traditional process of library and information management, but in different format adding value to knowledge. Today, the libraries, information centres, information professionals and library and information science schools need to make a transition from being a cost dependent to value added profession i.e. from being information and service providers to fully participating as knowledge partners for the satisfaction of customer’s needs and organisational success.
This provide ample opportunity for library and information professionals to redesign, reaffirm, restructure and reinvent their roles and methods by which they create new value from the organisation knowledge and attain progress and success within the organisation. To achieve this, the library and information professionals need to make a U turn, from being the custodian and hoarders of knowledge to be partners in creating a new knowledge itself and adding value to the organisational knowledge. As knowledge management emerged as a domain which attracts different disciplines, field of knowledge clearly show that collaboration is the final answer to library and information professionals otherwise they will become incompetent with several deficiencies and proficiencies as they embark to take the full advantage of the new discipline.

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