A strong part of the rationale for the involvement of LIS professionals in KM, then, stems from the
strong professional interest in IL and the perception that IL and the fostering of an information
literate workforce are key components in any KM initiative. This position is reinforced by workplace
IL research. Annemaree Lloyd, for instance, argues that ‘effective information or knowledge
management systems depend on workforces able to operationalize the cognitive, affective and
embodied skills of information literacy, to solve workplace problems independently and to develop
new strategic knowledge’ (2003, p.88). IL ‘pursues the same goal as KM, which is to develop and
nurture the knowledge sharing practices and information literate workforce that are necessary if
organisations are to be adaptive, innovative and robust’ (Ferguson & Lloyd 2007). Lloyd is one of
those who argue for a broadening of the definition of IL, reconceptualising it as a ‘way of knowing’
the sources of information that exist in an information landscape, including, significantly, physical
and social information sites of knowledge (Lloyd, 2004) and not only the textual sources with which
information professionals and researchers commonly deal. Lloyd sees this reconceptualisation as
corresponding to and, indeed, being central to KM’s interest in the capture of ‘tacit knowledge’, or
the knowledge locked away in people’s heads and not stored in some exosomatic form (commonly
called ‘explicit knowledge’).
A strong part of the rationale for the involvement of LIS professionals in KM, then, stems from thestrong professional interest in IL and the perception that IL and the fostering of an informationliterate workforce are key components in any KM initiative. This position is reinforced by workplaceIL research. Annemaree Lloyd, for instance, argues that ‘effective information or knowledgemanagement systems depend on workforces able to operationalize the cognitive, affective andembodied skills of information literacy, to solve workplace problems independently and to developnew strategic knowledge’ (2003, p.88). IL ‘pursues the same goal as KM, which is to develop andnurture the knowledge sharing practices and information literate workforce that are necessary iforganisations are to be adaptive, innovative and robust’ (Ferguson & Lloyd 2007). Lloyd is one ofthose who argue for a broadening of the definition of IL, reconceptualising it as a ‘way of knowing’the sources of information that exist in an information landscape, including, significantly, physicaland social information sites of knowledge (Lloyd, 2004) and not only the textual sources with whichinformation professionals and researchers commonly deal. Lloyd sees this reconceptualisation ascorresponding to and, indeed, being central to KM’s interest in the capture of ‘tacit knowledge’, orthe knowledge locked away in people’s heads and not stored in some exosomatic form (commonlycalled ‘explicit knowledge’).
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