Introduction
Knowledge has become one of the most valuable intangible assets and a critical source of competitive advantage for contemporary organizations. Effective knowledge management enables organizations to acquire, store, share, and apply knowledge to improve performance and ensure long-term sustainability. Among knowledge management processes, knowledge sharing is considered a fundamental component because knowledge that is not shared has limited organizational value. However, knowledge sharing is not an automatic process; rather, it requires individual motivation, organizational support, appropriate culture, and technological infrastructure. Knowledge sharing is particularly important in knowledge-based organizations such as public libraries, where employees possess valuable explicit and tacit knowledge gained through professional experiences. The National Library and Public Libraries Institution of Iran has accumulated extensive organizational experiences; however, the lack of systematic mechanisms for transferring knowledge, documenting lessons learned, and preserving employees’ expertise may result in knowledge loss due to retirement, employee turnover, and organizational changes. Therefore, identifying the factors influencing knowledge sharing and developing an appropriate model can contribute to improving organizational learning and knowledge sustainability. The present study aims to identify the key indicators affecting knowledge sharing implementation in the National Library and Public Libraries Institution of Iran, prioritize these indicators, and develop a comprehensive knowledge-sharing model.
Research Questions
1. What are the dimensions and indicators of knowledge sharing in the National Library and Public Libraries Institution of Iran?
2. How are the effective indicators of knowledge sharing in the National Library and Public Libraries Institution of Iran ranked?
3. What is the knowledge-sharing model in the National Library and Public Libraries Institution of Iran?
Literature Review
Previous studies have demonstrated that knowledge sharing is influenced by multiple dimensions, including technological, organizational, cultural, and individual factors. Research has shown that organizational trust, management support, employee participation, motivation, and organizational culture play significant roles in encouraging knowledge-sharing behaviors. Trust among employees facilitates the exchange of both tacit and explicit knowledge, while supportive leadership creates an environment in which employees are more willing to share their expertise. Furthermore, information technology provides essential infrastructure for knowledge storage, communication, and dissemination. However, technology alone cannot guarantee successful knowledge sharing unless it is supported by appropriate organizational processes and a knowledge-oriented culture. Studies conducted in libraries and other knowledge-intensive organizations emphasize the importance of developing structured processes, employee training, and incentive systems to promote knowledge-sharing practices. Despite previous research, limited studies have focused on developing a comprehensive knowledge-sharing model specifically for public libraries. Therefore, this study attempts to fill this research gap by identifying and integrating the major dimensions and indicators of knowledge sharing in the context of public libraries.
Methodology
This study employed a mixed-methods research design to identify, prioritize, and model knowledge-sharing indicators in the National Library and Public Libraries Institution of Iran. In the qualitative phase, a meta-synthesis approach based on the seven-step model of Sandelowski and Barroso was conducted. Relevant studies published from 1990 onward were reviewed through international and national databases. From 189 identified sources, 43 articles were selected after applying quality assessment and screening criteria. Based on the extracted indicators, an expert-based questionnaire was developed. Twenty-eight experts, including managers, administrative employees, provincial directors, and specialists from the National Library and Public Libraries Institution, participated in the study. The indicators were evaluated using the Delphi method and prioritized through the Analytic Hierarchy Process (AHP). Subsequently, Interpretive Structural Modeling (ISM) was applied to develop the knowledge-sharing model, and Structural Equation Modeling (SEM) using SmartPLS was employed to validate the final model.
Results
The findings revealed that 80 initial indicators were identified and categorized into four main dimensions: technological, organizational, cultural, and individual factors. After expert evaluation and Delphi analysis, 12 key indicators remained. The technological dimension included information technology management; the organizational dimension consisted of knowledge transfer processes, knowledge-sharing expertise, internal processes, strategic processes, and performance processes. The cultural dimension included management support, employee participation, and organizational belonging, while the individual dimension included employee understanding and awareness, employee and managerial expertise, and human resource motivation. The AHP results indicated that the cultural dimension had the highest importance in implementing knowledge sharing, followed by individual, organizational, and technological dimensions. The ISM analysis demonstrated that organizational processes, strategic processes, internal processes, and organizational belonging were among the most influential factors. The SEM results confirmed the appropriate fit and predictive capability of the proposed model.
Discussion
The results highlight that successful implementation of knowledge sharing requires more than technological solutions. Although information technology provides important support for knowledge exchange, organizational culture and human factors have a stronger influence on knowledge-sharing behaviors. The dominant role of cultural factors indicates that management support, trust, employee involvement, and organizational commitment are essential for creating an environment where knowledge sharing becomes part of daily organizational practices. Moreover, individual factors such as motivation, expertise, and employees’ understanding of the value of knowledge sharing significantly contribute to knowledge exchange. Managers should therefore develop incentive mechanisms, training programs, and communication opportunities to encourage employees to share their experiences. Organizational factors, including documentation processes, knowledge repositories, and strategic planning, are also necessary to ensure the sustainability of knowledge-sharing activities. For public libraries, where employees hold valuable professional knowledge and experiences, establishing systematic knowledge-sharing mechanisms can prevent knowledge loss and improve service quality.
Conclusion
This study developed a comprehensive model for implementing knowledge sharing in the National Library and Public Libraries Institution of Iran. The findings demonstrate that knowledge sharing is a multidimensional process influenced by cultural, individual, organizational, and technological factors. Among these dimensions, organizational culture and management support represent the most critical foundations for successful implementation. The proposed model can assist policymakers and managers in designing effective knowledge-sharing strategies, preserving organizational knowledge, and improving organizational performance. Future research may examine the effectiveness of this model in other knowledge-based organizations and investigate the long-term outcomes of knowledge-sharing initiatives.