نبذة مختصرة : Introduction: In recent decades, knowledge management has emerged as a critical component of the knowledge economy. It underscores the significance of knowledge as a primary organizational asset and a fundamental driver of economic value and competitive advantage. The substantial annual losses incurred by Fortune 500 companies due to knowledge management failures--approximating $31.5 billion--highlight the imperative of effective knowledge sharing and retention. In the contemporary marketplace, knowledge is recognized as a strategic asset that permeates all business operations and serves as a key differentiator of products and services. An organization's success is contingent upon the quality and accessibility of its knowledge. Knowledge management encompasses the acquisition, encoding, storage, transmission, application, and exchange of knowledge, with a primary focus on optimizing knowledge exchange to generate value. Knowledge sharing is indispensable for enhancing organizational performance and cultivating strategic, innovative, and marketing competencies. The primary challenge within knowledge management lies not in knowledge creation but in its dissemination. Effective knowledge sharing necessitates the precise selection and timely transfer of information. While certain organizations excel at knowledge development, others encounter difficulties due to insufficient investment. Consequently, fostering an environment conducive to knowledge sharing is paramount for effective learning, strategic planning, decision-making, and overall organizational success. Iran's national libraries and information centers possess limited experience in knowledge management and dissemination, are frequently challenged by the loss of knowledgeable personnel due to retirement or temporary contracts, and lack a systematic approach to documenting project lessons learned. Identifying and removing obstacles to knowledge dissemination is paramount for enhancing performance and establishing a competitive edge. As a preeminent civic institution, the National Library assumes a pivotal role in fostering awareness, delivering educational services, promoting literacy, and cultivating a skilled workforce. With a network of over 3,631 public libraries and a rich history spanning more than two decades, the organization endeavors to identify, evaluate, and propose remedies for impediments to knowledge sharing. Key research questions include: 1. what are the impediments to knowledge sharing within the National Library and Information Centers of Iran? 2. How can the barriers to knowledge sharing within the National Library and Information Centers of Iran be categorized? 3. What strategies are necessary to overcome the obstacles to knowledge sharing within the National Library and Information Centers of Iran? Literature review: Several studies have identified various barriers to knowledge sharing across different domains. Farokhi and Farokhi (2021) determined that culture constituted the most significant obstacle within the armed forces, alongside other challenges such as command and management issues, organizational impediments, and IT infrastructure inadequacies. Kheiry, Karimi, and Nadi (2021) highlighted well-established cultural barriers, including a disregard for the efficacy of knowledge sharing and a lack of trust among educators. Abdi (2023) identified job security, managerial support, organizational strategies, and the external environment as additional impediments to knowledge sharing. Akbarpour, Hamdipour, and Atapour (2023) established significant correlations between knowledge sharing and variables including attitude, motivation, and resources. Previous research has identified obstacles to knowledge sharing, such as ownership concerns, insufficient motivation, mistrust, and ineffective leadership (Fong & Fung Lee, 2009), as well as obsolete technology and technological self-efficacy issues (Awang et al., 2011). Despite widespread acknowledgment of the value of knowledge sharing among libraries and other institutions, practical approaches to overcoming these challenges remain comparatively underdeveloped. Methodology: The primary objective of this research is to identify barriers to knowledge sharing within Iranian national libraries and information centers through a positivist lens. A mixed-methods approach, incorporating both qualitative and quantitative methodologies, was employed to achieve a comprehensive understanding of the issue. To identify these barriers, Sandelowski and Barroso's seven-step metasynthesis method was applied to a dataset of 41 articles selected from a comprehensive review of seven databases (five English, two Persian). The research design combined library and field studies, and a TOPSIS-based barrier ranking questionnaire was administered to a sample of experts. The target population comprised managers, employees, and officials from Iranian national libraries and information centers. Due to access limitations, cluster sampling was implemented to select provinces based on the number of libraries present. A total of 39 experts with seven to eighteen years of experience participated in the study. Findings: This study examined the barriers to knowledge sharing within Iranian public libraries, focusing on three primary areas: • Identification of Barriers: Four primary dimensions were identified: technological (12 indicators), organizational (21), cultural (15), and individual (21). Expert validation of these dimensions was conducted using the Delphi method. • Ranking of Barriers: Employing the TOPSIS method, barriers were ranked by their impact. Organizational barriers were determined to be the most influential, succeeded by individual, technological, and cultural barriers. Strategies to Overcome Barriers: Organizational Barriers: To surmount organizational challenges, it is imperative to bolster senior management support, establish adaptable structures, facilitate platforms for open dialogue, and refine reward systems. Individual Barriers: Addressing individual obstacles necessitates allocating dedicated time for knowledge exchange, guaranteeing job security, elucidating the value of knowledge assets, and cultivating a supportive work environment. Cultural Barriers: To transcend cultural impediments, organizations should foster collaboration, encourage candid communication, enhance leadership capabilities, and acknowledge individual contributions. Technological Barriers: Overcoming technological hurdles requires strategic investment in information technology tools, comprehensive training initiatives, and effective communication of the advantages derived from new systems. The implementation of these strategies can enable organizations to harness knowledge effectively, thereby fostering sustainable development. Conclusion: Knowledge sharing is a critical factor in organizational success, facilitating the development of competencies and competitive advantages. This study investigates knowledge sharing within the Iranian National Public Libraries Institution, identifying barriers across organizational, individual, technological, and cultural dimensions. Organizational obstacles, including a dearth of senior management support and inadequate evaluation frameworks, emerged as the most significant. Individual barriers encompassed time constraints and a lack of trust in knowledge recipients. technological impediments to knowledge sharing encompass inadequate information technology tools and training, whereas cultural barriers manifest as a dearth of collaboration and ineffective leadership. To enhance knowledge dissemination, it is recommended to establish a centralized knowledge management unit, improve communication infrastructure, cultivate a collaborative culture, and implement performance evaluation and reward systems. Strategic initiatives such as training programs, virtual knowledge sharing platforms, internal documentation, and the formation of working groups are proposed. Furthermore, fostering trust and networking with external institutions is essential. Ultimately, overcoming these obstacles and optimizing knowledge sharing is paramount to achieving organizational success and a competitive edge. [ABSTRACT FROM AUTHOR]
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