Sarah Vela, Knowledge Management, Diversity, and Professional Hierarchies in Libraries, Journal of Library Administration, v. 58, no. 8, 2018, https://doi.org/10.1080/01930826.2018.1516950.
I had originally scheduled an article about legal translation today. However, after yesterday’s article about identities in the workplace, I decided this was a topic I wanted to spend more time with. Various searches led me to this article from 2018.
The author is a PhD student, and her research on knowledge management (KM) and organizational and cultural management models is quite extensive. With this article, the author is attempting to fill what she views as a gap in the literature: how KM and its influence on organizational behavior manifests itself in libraries.
It took her a while (perhaps a bit too long) to get to the libraries part. She began with a historical explanation of the concept of KM, and how it is based on the idea that there are two levels of knowledge: explicit (“comprehension associated with education and intellect”) and tacit (something that is “learned by doing”).
She also described how, in the literature, a “continuum of the degree of tacitness” of knowledge has been developed, and that the nature of knowledge can change based on where it is located on this continuum.
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Theresa M. Welbourne and Ted A. Paterson, Advancing a Richer View of Identity at Work: The Role-Based Identity Scale, Personnel Psychology, 2017, 20, 315-356.
So I have not blogged for a few days. I will avoid getting overly personal except to say that our cat died last Friday. He had been a member of our family for 16 years. He stayed up every night with me while I was studying in law school and library school, and was one of the best friends I have ever had. Anyway, sometimes life gets in the way of blogging.
In addition, sometimes technology also gets in the way of blogging. I started taking notes for today’s article, and then my computer crashed and I lost them. But I think this topic is important, so I pressed ahead.
This article presents research on people’s identities at work, and presents a framework of five identity types:
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- Organization-Based Identity (how someone sees him or herself in relation to “central, distinctive, and enduring characteristics of an organization”)
- Occupational Identity (how people view themselves from a professional/career standpoint, beyond their current job at their current workplace)
- Innovator Identity (determined by how people’s sense of innovation and creativity is “incentiviz(ed), manag(ed), and utiliz(ed)” in the workplace)
- Team Identity (“refers to the degree to which an individual view of self is impacted by membership in a work team.”)
- Job Identity (how the specific jobs people hold influence their work identities)