Abstract: The two key players in knowledge management, Thomas Davenport and Larry Prusak, have several times expressed their admiration for librarians and have been heartened by the role they have begun to play in knowledge management. In their book Working Knowledge. How organizations manage what they know (1998) it is emphasised that the awareness and application of knowledge have always been at the centre of the librarians’ work, therefore, it is important that companies exploit the skills of people within librarianship and published information backgrounds. But, they also say that librarians, … need to change some things about how they do their work. This contribution aims at pointing to some of the key issues implemented in the above statement, and to discuss the required new competence areas which today’s librarians have to adopt in their work. It is also emphasised that knowledge management – idea of the moment – is a part of those range of skills which entrepreneurial library and information professionals generally have. They can square up to knowledge management if they take a wider view of their professional interest within their organisation and use their skills to address not only information (particularly printed information) but knowledge, including who knows what, who knows whom, and where the knowledge resides. Thus, if they learn to promote themselves and their achievements at every level, and start to act as if their role mattered, they are well prepared to be actors in knowledge transfer processes.
WORMELL Irene: Skills and competencies required to work with knowledge management. In: Hobohm, H.-C. (Ed.): Knowledge Management. Libraries and Librarians Taking Up the Challenge. Munich: Saur (IFLA publications; 108), 2004: 107-114.
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