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The Innovation of Library Knowledge Management to Library Management

Library knowledge management has innovated the basic theory of library management (such as concept, content, function, principle, etc.). ), created four modes of library knowledge management, improved the existing management methods of the library (such as target management, total quality management and integrated management), and innovated the connotation of library management and library culture.

Practical research on abstract theme

Keywords: library/knowledge management/library management/innovation

Professor Qiu Junping pointed out: In recent years, knowledge management research has begun to expand into the field of library and information, and there have been many new trends and trends. However, in the current upsurge of knowledge management research, most of them introduce and track the theoretical progress of foreign knowledge management or enterprise knowledge management, while the research on the interactive relationship between knowledge management and library and information science is rarely involved. Therefore, it is necessary to strengthen the research in this field in order to promote the innovation and all-round development of library science and information science in China [1]. Library knowledge management is a new management concept and method combining knowledge management theory with library practice. It will innovate library management from five aspects: basic theory, management mode, management method, library management and library culture. On intellectuals

1 the innovation of library knowledge management to the basic theory of library management

The basic idea of innovation 1. 1

Library management refers to the process of using the principles and methods of modern management, planning, organizing, directing, coordinating and controlling, rationally allocating and using library resources, giving full play to its best efficiency, achieving predetermined goals and completing library tasks. Library knowledge management has innovated and developed library management. What is library knowledge management? The author believes that library knowledge management refers to the process of applying knowledge management theory and methods, rationally allocating and using library resources, fully satisfying users' ever-changing information and knowledge needs, perfecting the functions of modern libraries and giving full play to their functions. From this point of view, there are the following differences between library knowledge management and library management: ① The theoretical basis is different. From the above two definitions, we can see that library management is based on traditional management theory, while library knowledge management is based on knowledge management theory. ② Management objects are different. The object of library management is a library system composed of personnel, literature information, buildings, equipment, funds, technical methods and other elements; The object of library knowledge management is a library knowledge management system composed of information knowledge resources, human resources, material resources, technology and library culture. ③ The emphasis is different. Although the central idea of library management is people-oriented and reader-centered, in practice, few libraries have implemented this basic management idea and are only busy with general transactional management; Library knowledge management truly embodies the people-oriented management thought, human capital management has become the core of library knowledge management, and knowledge service and knowledge innovation have become the direct goals of library knowledge management.

1.2 innovation of management content

Library knowledge management will realize the integration and innovation of personnel management, business management and administrative management in library management, highlighting the following main contents: ① knowledge innovation management. It mainly includes: the theoretical innovation research of library science, taking "knowledge" as the main object and core concept, innovating the conceptual system and theoretical basis of library science; Innovative research on library science methods; The innovation research of library work business process, taking "knowledge flow" as the main line, carries on the reorganization and innovation of business process, and discusses the methods and ways of transition from document collection to knowledge collection, from document organization to knowledge organization, and from document service to knowledge service; Research on innovation of library management, especially the knowledge management of digital library. ② Knowledge application management. Libraries need to establish virtual libraries or information centers for enterprises, governments, social organizations and scientific research institutions; Develop diversified in-depth services for users; Building a compound library. ③ Knowledge dissemination management. Mainly to promote the timely and accurate matching and transmission between knowledge seekers and knowledge sources, and between knowledge seekers and knowledge providers. ④ Knowledge service management. The library should help users to develop and use knowledge, so that the library can support users' knowledge application and knowledge innovation in a higher level, in a more direct way, in more critical activities and in a more comprehensive process. ⑤ Human capital management. Library knowledge management attaches great importance to the core role of people in the process of knowledge management and actively cultivates knowledge librarians who are competent in knowledge management. ⑥ Intellectual property management. The library should study the new problems encountered in intellectual property protection under the network environment and put forward new strategies and methods to solve the problems.

1.3 management function innovation

Generally speaking, library management has six basic functions: decision-making, planning, organization, command, coordination and control. The main functions of library knowledge management are: ① externalization, that is, capturing knowledge in the form of external knowledge base and organizing knowledge according to classification framework or standards. (2) Internalization, that is, trying to discover the knowledge structure related to specific needs. In the process of internalization, knowledge is extracted from external databases, information is rearranged or displayed in the most appropriate way, and information content or knowledge related to users is discovered through information filtering. (3) Intermediary refers to connecting people and knowledge related to a certain research field, and making clear and fixed knowledge matching and transmission through groupware, intranet, workflow and file management system. 4 * * * Enjoy, that is, help employees find useful knowledge from the knowledge base, and even get enlightenment and wisdom from it. ⑤ Learning refers to helping libraries and individuals solve learning problems, including the purpose, content, degree and methods of learning, involving the collection, arrangement, accumulation (storage) and enjoyment of knowledge, thus encouraging employees to keep learning and updating their knowledge, and making the library a learning organization. ⑥ Cognition (innovation) is the process of creating knowledge on the basis of externalization, internalization and intermediary, that is, the process of knowledge innovation. Library knowledge management can help users acquire corresponding knowledge and provide the latest information; It can also directly participate in scientific research, knowledge production and other processes and become an organic part of the national knowledge innovation system; Pay more attention to the diffusion and transmission of knowledge between society and users, and promote the transformation of knowledge innovation achievements into real productive forces.

1.4 innovation of management principles

In the past, library management often emphasized the principles of system, centralization and unification, democratic management, motivation and efficiency [2]. Library knowledge management will break through some rules and regulations of traditional library management and highlight the following principles: ① the principle of openness. It is necessary to establish an open library knowledge management platform, so that all members can add their new knowledge to the knowledge management platform, and at the same time absorb and use external knowledge to enrich the library knowledge base. (2) the principle of * * * enjoyment. When the knowledge among library members is enjoyed, the knowledge stock of the library will increase exponentially, and the transfer of knowledge will not cause any loss to the members. Moreover, since knowledge sharing is a process involving both the sender and the receiver, members can deepen their knowledge or gain some new knowledge in the process of transferring knowledge. ③ Incentive principle. Through the establishment of knowledge management incentive system, including knowledge operation mechanism, knowledge clarity mechanism, knowledge performance mechanism and knowledge reward and punishment mechanism, the library can adopt different incentive methods for different types of knowledge workers or adopt different incentive strategies for different stages of their careers [3]. ④ Exploratory principle. The library should realize the key role of knowledge in the value creation of library products and services, and the library needs to clarify the value of knowledge and tap it. ⑤ Cooperation principle. Based on the enjoyment of knowledge, the cooperative activities among library teams become very important. Only team activities can really dig out knowledge capital and formalize and capitalize it, because only after knowledge is enjoyed can knowledge be relatively independent of the owner of knowledge-librarians, which can show that libraries have greater ownership of knowledge. When librarians leave the library, their knowledge will remain in the library. ⑥ Value-added principle. Because knowledge has the characteristics of increasing income, library staff can share personal knowledge and experience through knowledge sharing, reduce the learning time of the team, and realize the appreciation of knowledge value and function amplification. ⑦ Hierarchical principle. Library knowledge management can be divided into three levels: first, information management is the process of collecting, sorting, storing, searching and utilizing information; The second is the management of knowledge, including the process of identifying, acquiring, decomposing, storing, transmitting, enjoying, creating, evaluating and protecting the knowledge of users, suppliers and librarians, and making these knowledge capitalization and productization; The third is the management of library's intellectual capital, that is, library's human capital, market capital, structural capital and intellectual property rights.

Ben's management. ⑧ The principle of innovation. The library should implement the knowledge management strategy based on the principle of innovation, that is, construct the knowledge management theory of the library from the perspective of knowledge innovation, and strengthen the organizational construction, system construction and cultural construction of the library.

2 the innovation of library knowledge management on library management mode

According to the complexity and interdependence of work, library knowledge management models can be divided into transaction model, expert model, integration model and cooperation model [4].

The biggest feature of the transaction mode of knowledge management is "knowledge standardization", which ensures the sustained and stable development of core business activities through the standardization and standardization of core business knowledge. It emphasizes the systematization of knowledge, the automation of operation, or the standardization of work, the degree of operation and the standardization of employee behavior, and does not need too many creative employees. The complexity and interdependence of this model are relatively low.

The integration mode of knowledge management focuses on "overall optimization" and on the unified coordination of cross-departments. Through business integration, all departments with relevant knowledge will be urged to form unified operating rules and action standards, give full play to the role of * * * enjoyment target system and information feedback system, and make functional decisions of all departments based on the maximization of overall operational efficiency. This mode has a relatively high degree of interdependence and relatively low work complexity.

The expert mode of knowledge management focuses on obtaining the motive force of core business development from the work of "experts" and exerting the "star effect", which requires the library to take special incentive measures to attract individuals with specialized knowledge, encourage them to carry out value-added activities, and cultivate the business backbone within the library through the internal operation of library knowledge capital. This mode has relatively low interdependence and relatively high work complexity.

The collaborative model of knowledge management focuses on integrating all kinds of knowledge fields from a global perspective, mobilizing all aspects of knowledge reserves to solve complex problems, especially emphasizing the idea of "* * * has transcendence" in learning organizations, establishing a mechanism to encourage employees to participate in knowledge sharing, and paying attention to the cultivation of individual and collective innovation ability. This model is highly complex and interdependent.

3 the innovation of library knowledge management on library management methods

Management by objectives, total quality management and integrated management are common management methods in libraries, and library knowledge management will innovate these management methods.

3. 1 sublation of target management by library knowledge management

Management by objectives is a scientific management method, which is guided by the idea of attaching importance to results, determines the overall goal in a certain period, and realizes the goal by decomposing the goal layer by layer, self-control and self-management. Library management by objectives is actually the application of management by objectives in the library. Although library management by objectives is conducive to mobilizing the enthusiasm of library staff, the transition from decentralized management to systematic management, the transition from single management to comprehensive management, and the improvement of the quality and work efficiency of library professional team, in the practice of library management by objectives, two thorny problems are often encountered: ① It is difficult to coordinate the conflicts between objectives. Although the library has a general goal in management by objectives, the specific goals of each department and group are different, and sometimes there are conflicts between these specific goals. In order to complete their tasks earlier or more easily, some departments and individuals often ignore the overall situation and are unwilling or rarely make more contributions to other departments, which hinders the management by objectives of the library. (2) It is difficult to motivate employees' enthusiasm and innovative spirit. Although library target management advocates the use of authorization theory, self-control theory and incentive theory to mobilize and encourage all library staff to participate in the whole process of target formulation, implementation and evaluation, it is not enough for employees to actively and consciously contribute to the realization of goals in the process of implementing target management. They often work to complete the planned tasks, without mobilizing their enthusiasm and innovative spirit from the depths of their hearts.

Library knowledge management introduces the concept of human capital management, people-oriented, respects the role of employees, attaches importance to self-development, emphasizes the use of contingency management ideas to strengthen the management of employees, and replaces rigid management in target management with flexible management, so as to maximize the release of employees' work enthusiasm and innovative spirit; Library knowledge management weakens the hierarchy by establishing a flexible flat knowledge organization-knowledge team, and pays attention to equal participation, which overcomes the disadvantages of poor communication, information distortion and even blockage in target management, and is also conducive to creating an atmosphere of equal competition in the library and giving full play to people's enthusiasm and creativity. Library knowledge management also creates a culture of knowledge enjoyment and forms an environment where knowledge can flow freely, thus coordinating the work tasks of various departments of the library and the relationship between employees, making the library a learning organization, thus promoting knowledge enjoyment and knowledge innovation.

3.2 Library knowledge management sublation of total quality management

In order to ensure and improve the quality of information service, the library mobilizes all departments and staff of the library to comprehensively apply management technology, professional technology, ideological education, economic means and scientific methods, establish and improve the service quality assurance system, effectively control the whole service process, develop, design, produce and provide information products and services that users are satisfied with in an economical way, so as to achieve the best quality, lowest consumption, best production and best service, and finally achieve the goal of continuously improving service quality. The implementation of total quality management in libraries must be as follows: ① Total quality commitment; ② User-oriented; ③ Continuously improve the operation system; (4) cooperative work; ⑤ Pay attention to training; ⑥ Authorize and respect employees; ⑦ Measure performance; ⑧ Continuous improvement. However, some obstacles make it difficult for libraries to implement total quality management, including psychological obstacles, terminology obstacles, commitment obstacles, process obstacles, professional mental obstacles and measurement tools obstacles. Therefore, although a variety of library total quality management models have been established abroad, the practice of library total quality management has not been widely promoted as that of enterprise total quality management.

Karl Gustav Johnson believes that total quality management is essentially an information-intensive management [6]. Therefore, the difference between information management and knowledge management is also reflected in the total quality management and knowledge management of the library. Compared with the total quality management of the library, the knowledge management of the library has expanded in the management object, management mode and management technology. In terms of management objects, the total quality management of libraries often focuses on coding information, processes and revealed knowledge; Library knowledge management not only pays attention to the above objects, but also pays attention to the management of employees' tacit knowledge, and strives to transform the ideas and ideas in employees' minds into enjoyable knowledge, thus enhancing the core competitiveness of the library. In the management mode, library knowledge management can closely combine information management with cooperation, transform personal knowledge (tacit knowledge) into collective knowledge (explicit knowledge) and pass on new explicit knowledge to employees, so that this explicit knowledge can be absorbed by other employees and become new tacit knowledge to guide personal behavior. In terms of management technology, library knowledge management has deepened the application of advanced information technology, including computer technology and communication technology, and made full use of data warehouse, data mining and artificial intelligence technology to acquire the knowledge implied in information; Large database technology, new retrieval technology, intelligent agent, search engine, network technology and groupware technology are widely used to ensure the storage, dissemination and enjoyment of knowledge.

3.3 Library knowledge management sublation of integrated management

Integrated management of library refers to guiding the management practice of library with integrated ideas and concepts, realizing all-round optimization of information technology, literature information resources, personnel, institutions and other resource elements, enhancing the blending degree of management objects, promoting the complementarity and matching of various elements, functions and advantages, and ultimately promoting the effectiveness and efficiency of the whole management activities [7]. From this point of view, the integrated management of library only realizes the integration and integration of library management elements, and is an advanced form of information management. On the one hand, the integrated management of libraries lays a foundation for the implementation of library knowledge management, and libraries can use integrated management technologies and methods to promote the implementation of library knowledge management; On the other hand, library knowledge management absorbs the concept of "integration" in integrated management, and stands at a higher level, that is, it expands the application of library integrated management from the perspective of knowledge creation, knowledge enjoyment and knowledge service. A man who claims to know everything.

4 Library knowledge management innovation of library management

The innovation of library knowledge management to library management is embodied in the following three aspects:

4. 1 Innovating library organization mode with "knowledge team"

Library knowledge management should break the traditional organizational structure and establish a flexible knowledge team organization. Knowledge team is a kind of knowledge team.

A formal group composed of cooperative individuals, whose basic starting point is the creation, dissemination and application of knowledge. The knowledge-based team organization of the library consists of four parts: resource construction team, information service team, technical support and development team and senior management team, as shown in figure 1. The resource construction group is responsible for the collection, collation, digital conversion, description and processing of various information resources; The information service team is mainly responsible for the design and innovation of library services, providing users with various information services and knowledge services, such as information services including borrowing, reference, network navigation and user training, as well as knowledge services including knowledge discovery, knowledge mining and knowledge innovation. The technical support and development team is responsible for the research and development of new theories, technologies, tools and standards, the updating and maintenance of system equipment, the upgrading and maintenance of data processing systems, the long-term preservation and security protection of data, etc. The senior management team is responsible for planning, organizing and controlling the objectives, steps and progress of library development and construction, building a library knowledge management platform, promoting mutual exchange and learning among librarians, coordinating the relationship between departments and libraries, conducting personnel management and financial management, and organizing academic exchanges at home and abroad. Here, the team is a task-oriented, completely autonomous work unit, which is attended by people with complementary abilities and knowledge from multiple departments, and is a relatively independent work module. Intranet and Internet become the bridge of team coordination and communication, through which the knowledge of team members can be shared [8].

attached drawing

Figure 1 Organizational Structure of Library Knowledge Team

This knowledge-based team organization has the following advantages: first, it eliminates the information distortion and delay caused by layer-by-layer transmission, shortens the path and time of information and knowledge transmission, and improves the timeliness; Secondly, because the information and knowledge based on Intranet/Internet are open, shared and integrated, the mutual cooperation and communication between teams are strengthened and the cohesion of the organization is improved; Third, this structure is convenient for users to participate in knowledge development, and by adopting reasonable suggestions from users, various services of the library can be improved; Fourth, it can stimulate the enthusiasm and creativity of team members; Fifth, change the relationship between leaders and employees, establish a new partnership and improve the leadership relationship; Sixth, the flattening of organizational structure and the reorganization of library business processes have been realized.

4.2 Using knowledge management ideas to guide library services

4.2. 1 Adhere to the "user-centered" service orientation.

In the past, libraries paid more attention to information objects (collections) than information users (readers), that is, "collection-centered" services, which led to some disadvantages, such as repeated construction of collections, single collection structure, low utilization rate, small service scope, low service level and poor economic benefits. Library knowledge management can implement "user-centered", closely combine information users, information resources and information technology, and continuously collect user data according to user structure, reading tendency, number and proportion of various groups, frequency and mode of using the library, service demand level and satisfaction, possible future development and changes, etc., and deeply study user information needs. Establish clear and orderly user information feedback channels and scientific, feasible and systematic evaluation indicators, so as to objectively and accurately reflect and evaluate the state and efficiency of library service operation, point out the links and projects that need to be improved, and adjust service countermeasures in a targeted manner, thus expanding and upgrading library information services and knowledge services [9].

4.2.2 Strengthen the knowledge of service content.

Knowledge economy puts forward higher knowledge requirements for library services. Library knowledge management service is no longer simple data collection, storage and transmission, but based on the development, innovation and utilization of knowledge. First of all, in the depth of service content, we should pay special attention to expanding knowledge connotation, implementing knowledge mining and knowledge discovery, systematizing, integrating and deepening original information and knowledge, generating more targeted and applicable regenerative knowledge, and realizing the renewal, integration and appreciation of knowledge capital; Secondly, in the breadth of service content, we should try our best to expand the knowledge coverage of related issues, make full use of the existing physical resources and online virtual resources (including knowledge navigation system) of the library, and provide diversified information services and knowledge services for the library by relying on modern information technology.

4.2.3 In terms of service mode, knowledge service should be implemented.

The library should carry out knowledge service on the basis of information service. Knowledge service is a value orientation based on the service function and expertise of the library, which is no longer marked by the standardized collection and organization of information resources, but by flexible service methods, making full use of and mobilizing the wisdom of knowledge workers to analyze, diagnose and solve specific problems [10]. There are many ways of knowledge service, including analysis-based and content-based reference service, specialized information service, personalized information service, team information service and knowledge management service. It should be pointed out that the knowledge service does not exclude the traditional services based on collection construction, document cataloging, document retrieval and document circulation reading, but these services will no longer reflect the core competence, professional orientation and symbolic content of the library, and will mainly be used as auxiliary background services to support the knowledge service [1 1].

4.3 The use of human capital theory to cultivate knowledge-based librarians who are competent for knowledge management

Dr. Wu Jianzhong pointed out that in the 2 1 century, the focus of modern library work will shift from "book position" to "people-oriented", the focus of business will shift from the second line to the first line, and the focus of service will shift from general service to reference service [12]. Librarians are the key to realize these changes. But how to improve the knowledge and skills of librarians? The author thinks that human capital management should be strengthened and knowledge librarians who are competent in knowledge management should be trained. The emphasis on human capital management instead of human resource management here is because human capital is different from human resources, which is reflected in the following aspects: ① Different theoretical perspectives. Human resources refer to the total labor capacity of the population within a certain range. Usually, we use the number and quality of people who have created material wealth and spiritual wealth for society and engaged in intellectual and physical labor within a certain range to express it. Human capital refers to the capital form of ability and knowledge that exists in human body through certain investment. It emphasizes acquiring ability at a certain price, and the price paid will get greater value return in the use of human capital. ② Different places of origin. From a historical point of view, there is the theory of human capital first, and then there is the theory of human resources. Human capital theory is the foundation and core of human resource theory. ③ Different extension. Human resources is a macroscopic and hierarchical general category, which includes both natural human resources and the ability and knowledge of workers engaged in complex labor to obtain employment after training. Human capital only refers to the ability and knowledge of complex labor. ④ The emphasis is different. Human resources only pay attention to the quantity of labor, but ignore the heterogeneity of labor. And human capital emphasizes the heterogeneity of labor, that is, the quality of labor [13]. Cultivating knowledge librarians based on human capital management theory will innovate library management from a brand-new perspective. Trained knowledge librarians should have the following basic qualities to be competent in knowledge management: ① to understand the characteristics, structure and media of knowledge and information; The ability to collect, organize, preserve and use knowledge and information; (3) Have information technology literacy, that is, know how to use appropriate technology to capture, classify and disseminate information and knowledge for target users, and how to turn knowledge into a centralized employee database for access; Have a keen analytical mind, and can understand the needs of users from multiple angles; ⑤ Strong abilities of self-study, generalization, understanding, language expression, writing and innovation [14, 15].

5 Library knowledge management on the innovation of library culture

The knowledge management of library requires the establishment of knowledge enjoyment culture. Its core values are as follows: First, mutual trust. The relationship of mutual trust should be established between leaders and employees, and between employees and users, because this is the basis of implementing knowledge management in libraries. If both sides don't trust each other and only consider their own interests, it is impossible for employees or users to contribute their tacit knowledge to everyone. This relationship of mutual trust is based on the openness and transparency of management process, openness, justice and democracy of management decision-making, and employees' recognition of management goals and values. The second is open communication. Because 90% of the knowledge in any organization exists in the minds of employees, releasing these tacit knowledge is a big challenge for knowledge management. Employees can fully communicate and enjoy their own experience and knowledge through analogy, metaphor and storytelling. The third is interactive learning. The library can use the Internet and Intranet to build a learning platform or a special knowledge network, and connect employees and users through this learning platform.

So that they can receive information and knowledge from the library or between employees/users anytime and anywhere; The fourth is the enjoyment of knowledge. The library should absorb those employees and users who are willing and able to participate in cooperation and share knowledge, and realize knowledge sharing through this knowledge base, so that knowledge sharing can become a part of the internal structure of the library [16]. The fifth is to encourage innovation. Libraries should not only establish an incentive mechanism for knowledge innovation, but also tolerate innovation failure and allow whimsy to be put into practice. This knowledge sharing culture will definitely innovate the library culture in an all-round way, and also provide an atmosphere for the library to implement knowledge management. Measures to establish this knowledge sharing culture include:

? Cultivate employees' knowledge awareness. Libraries can cultivate employees' awareness of knowledge in many ways, such as transmitting information of knowledge through personnel training and creating an atmosphere of knowledge through a series of ceremonies.

? Establish the technical basis of knowledge sharing, such as establishing the library website and intranet to exchange knowledge quickly.

? Establish a knowledge base. In order to realize knowledge sharing, it is necessary to establish a knowledge base on the library intranet. Its contents at least include human resources, main user resources, advanced work experience and technology, skills and evaluation methods needed for library work, etc.

? Give play to the exemplary role of senior managers. The top managers of the library can strengthen their employees' awareness of knowledge enjoyment through their own behaviors, such as online business exchange and guidance between top managers and employees.

? Formulate the principles of knowledge sharing, such as making it convenient for every employee to access the knowledge base, encouraging every employee to make comments and suggestions on related issues, providing 24-hour online service, ensuring that every keyword in the knowledge base can be searched, replacing outdated knowledge in the knowledge base in time, and providing multilingual services [17].

? Establish an incentive mechanism for knowledge enjoyment and promote the construction of knowledge enjoyment culture through a series of incentive policies.

refer to

1 Qiu Junping. Knowledge management and innovation of library and information science. Information and Documentation Services, 2002 (3): 5.

2 Pan Yinsheng. Library management. Beijing: Beijing Library Press, 200 1.

3 Li Huawei et al. Theory and practice of knowledge management. Beijing: Huayi Press, 2002.

4 south and so on. Enterprise knowledge management: mode and strategy. Journal of Dalian University of Technology (Social Science Edition),1999,20 (3): 23-25

5 Meng Guangjun, edited by Xu Yinchi. Research progress of library science and information science abroad. Beijing: Beijing Library Press, 1999

Karl Gustav Johnson. Total quality management from the perspective of knowledge management. Journal of Literature, 2000,56 (1): 42-54

7 Wu Yiqing. On the integrated management of modern library. Information and Documentation Services, 2000 (5): 30-33.

He Liyang, Sheng Xiaoping. Research on knowledge management of digital library. Library Science Information Science and Data Work, 2003 (2):112-117.

9 Yang Rong. Let knowledge management enter the library-also on the management exploration of Shenzhen Nanshan Library. Library Work and Research, 2002 (3): 25-28

10 Li Guihua and other knowledge service operation modes. Library, 2001(1):18-22.

1 1 Zhang Xiaolin. Towards knowledge service: looking for the growing point of library and information work in the new century. Journal of library science in china, 2000 (5): 32-37

Wu Jianzhong, 12. Talking about the development trend of 2 1 century library. Journal of Library, 1997 (1): 35-37,