Scielo RSS <![CDATA[South African Journal of Libraries and Information Science]]> vol. 85 num. 1 lang. en <![CDATA[SciELO Logo]]> <![CDATA[<b>Engendering twenty-first century workplace literacy for the hospitality industry: exploring the role of the academic library</b>]]> With global competition, sustainable development, and economic growth in mind, organisations are under constant pressure to change and stay apace. In the knowledge society where 21st century attributes are key, the ability to use information towards continuous learning and evolution in the workplace is imperative. Among other qualities, sound workplace literacy is a necessary attribute that students as prospective employees must attain. Student learning must be augmented with relevant experiences to develop a range of literacies related to creativity, innovation, communication, collaboration and the effective use of information in a world where technology evolves rapidly. Higher education needs a better understanding of industry requirements related to the literacies and attributes expected from graduates entering the market. Exploring industry related needs, aligning support and library services accordingly and improving inter-departmental collaboration within higher education will better prepare students for the demands in the challenging and fast-changing world of work. The paper reports on a literature review and the findings of a survey on required workplace literacies in a sector of the hospitality and tourism industry. It highlights the importance of more effective collaboration between academics and librarians in supporting the development of workplace literacy. To this aim a purposive selected target population in a leading South African hotel group was approached. Evidence abound that there is a gap between the level of workplace literacy support offered to students and the actual literacy needs reported by the target group. Based on the findings and extrapolating from recent research, a meta-literacy framework is offered in support of developing 21st century workplace literacies. <![CDATA[<b>Knowledge sharing in selected municipalities of Limpopo Province, South Africa</b>]]> Knowledge is regarded as an important resource for any organisation. Sharing of knowledge is crucial to the survival of an organisation, especially in municipalities which are required to deliver basic services to citizens. This study examined knowledge sharing practices in selected municipalities of Limpopo Province, South Africa. The study adopted a quantitative research approach and a survey research design, using a structured questionnaire as data collection method. The population for the study comprised of staff members in the Information and Knowledge Management and Human Resource Management units in seven municipalities in Limpopo Province, selected through stratified and proportional sampling methods. Data were analysed using IBM Statistical Package for Social Science (SPSS) software. The results of the study showed that, although knowledge sharing is viewed as important by the respondents, it is not encouraged among employees, and appears to be the least supported task by most managers attached to selected municipalities. There is insufficient information technology infrastructure to support knowledge sharing, and there is no reward system to encourage employees to engage in knowledge sharing. Therefore, the municipalities need to implement the reward system and to acquire relevant information and communications technology infrastructure to motivate and stimulate the culture of knowledge sharing. <![CDATA[<b>Conceptualisation and practice of research support: a proposed model for effective research support in Zimbabwean university libraries</b>]]> This paper reports the findings of a study that was carried out to establish the relationship between conceptions held by librarians in Zimbabwean university libraries and practice of research support. Librarians in Zimbabwean universities were seemingly invisible within the orbit of research practices of their institutions. Such ineffective research support in practice is in sharp contrast to conceptions of research support which position librarians as integral to research. To understand the relationship, the study used a conceptual framework developed from the Theory of Action. Eight university libraries were examined and a meta-analysis of findings using the constant comparison method was conducted. Meta-claims were contrived from the eight group studies and this facilitated the juxtaposition of espoused conceptions with actual practices. Although major congruence was found from the constant comparison of meta-claims, the expectations of what the libraries should be doing exceeded what appears in their mission statements. It was concluded that inadequate espoused theories and incongruence in areas such as services, staff deployment, collaboration and training contributed to the ineffectiveness of librarians in support of researchers. The authors present a model for effective research support for academic libraries. <![CDATA[<b>Leadership roles within the ranks in Nigerian academic libraries</b>]]> The study investigated leadership roles in academic libraries with the purpose of discovering librarians' perceptions of leadership as well as finding evidence of leading from within the ranks and not necessarily from a managerial or supervisory position. The reason for this investigation was to identify whether library staff, regardless of their position within the organisation, are free to demonstrate their leadership potential by creating change or motivating other colleagues to work towards a shared vision. The research methodology applied was the quantitative method. Using the case study of two mid-northern Nigerian universities, findings show that, although librarians in non-supervisory roles demonstrate leadership attributes that help improve services delivered to users in their libraries, supervisory staff are more likely to suggest new ideas than non-supervisory staff. Therefore, there is a need for the academic library to refocus its leadership structure and be willing to acknowledge other leadership styles, especially ones that will encourage librarians of all ranks to showcase their talents and creative abilities, particularly in areas or services where their interests lie, in order to promote library innovation and drive service development.