1 Introduction
2 Methods
3 Results and Discussion
STRU CTU RE
2
Conclusion and Recommendations
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• Formed as a reading corner as a specialized reference for monetary research
• Assigned under UREM (Economic Research and Monetary Policy Affairs), later became DKM
Before 2003
• Reading corner transformed to Public and Research Library
• Still assigned under DKM (Directorate of Economic Research and Monetary Policy)
• Starting 2006, formalized with Library Management Regulation
• In 2011, the central office library was assigned as coordinator to all representative office libraries
• Certified ISO 9001:2008 in 2011
• Began using Cyber-Library as Online Public Access Catalog (OPAC) since 2004
2003-2013
• The Public and Researrch Library was assigned under PRES (Central Bank Research and Education Centre)• Still retained the ISO 9001:2008 certification in 2013 and 2015
• In 2015 underwent second transformation in design
2013-2015
• The library is assigned under BI Institute, as a knowledge centre for the BI research and learning process
• Certified ISO 9001:2015 in 2017
• Embarking the digital transformation
2015-now
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Governance and Services
Librarian Competency Development
Weekly Book Delivery Service Digital Services
Co-Working Space
Kids’Area Coffee Corner
iBI Library
LiMaS (Library Management System) Public Library
Research Library
Cyber-Library
Bank Indonesia Librarian Forum
Librarians’
Certification Program Library Awards
and Librarians Competition Library Visits
Book Talks Book Fairs Workshops/Trainings
BI Corner Representative Office
Library Roadmap Monitoring Program The National Library Accreditation Program
Book Collection Supplies
Book Donations
6 Library Print Collections:
> 300.000 print books
Library Digital Collections:
> 39.000 e-books
Rep. Office Library
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“There is nothing permanent except change”
Heraclitus (550-480 BC)
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Adaptive to their external environment
Continually enhance their capability to change/adapt
Develop collective as well as individual learning
Use the results of learning and research to achieve better
decisions
Employee Knowledge
Management System
Learning
Contribute New Knowledge
Tacit
Explicit Process
Side
TechnologySide People Side
Learning Organization
Sharing
Source: Bank Indonesia
12Source: Nonaka-Takeuchi (1995)
13 Scientific based
Focused on the role of person (human aspect)
Inductive data analysis
Descriptive research
Process oriented
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The strategic role of Library to safeguard the innovation or knowledge creation
process
In philosophical level, the library facilitates each step of the knowledge journey of its users:
1. know what, 2. know how, 3. know why, and 4. care why
The Library identifies knowledge as asset, classified based on the knowledge journey:
1.Data
2.Knowledge Documents 3.Lessons learned 4.Expertise
The main principles of Knowledge Management in Bank Indonesia Library:
Knowledge Discovery Knowledge Repository Knowledge Delivery
Source: Kulkarni-Freeze (2004)
17Business requirements / Broad outcomes:
1. To promote knowledge utilization and interaction to establish the continuity of creativity and innovation 2. To foster the combination of various knowledge,
resulting in multidimensional policies
3. To nurture interaction between individuals with the use of relevant knowledge asset
4. To facilitate knowledge culture among employees, and encouraging research as the drive for knowledge workers
Challenges or business case in running the KM principles in Bank Indonesia Library:
1. Learning and creativity reproduction
2. Knowledge Synergy 3. Making interaction as
asset
4. Research culture
14 Services as Bank Indonesia Library Roadmap
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Integrating library functions with learning programs
Facilitating knowledge sharing among employees and relevant external parties
Facilitating the creation of explicit knowledge, to be utilized and developed by
other employees
Developing network and cooperation with other institutions in collections
exchange Simplifying external knowledge acquisition available for internal use
Identifying relevant Subject Matter Experts in support of
internal needs Facilitating new knowledge
dissemination relevant to organization’s needs
Fostering discussion and interaction among employees to increase
productivity
Providing users, especially researchers with broad access to relevant sources of
information Facilitating discussions with
external parties to obtain new knowledge Nurturing the creation of communities to optimize interaction and knowledge
utilization Encouraging organic integration between
“working” and “learning” in the form of collaboration
Accelerating procurements of information and reference
needed by users
Assisting users in accessing relevant information
Creating Knowledge Network and Promoting Interactions Among Knowledge Workers
Learning and creativity reproduction
Knowledge Synergy Making interaction as asset Research culture
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With the world residing with COVID, Bank Indonesia Library must perform as a safe-haven with health protocol measures, along with the construction of digital interconnectivities to relevant knowledge anytime, anywhere.
Increasing efforts in maintaining the balance and relevancy of digital and print
collections Preservation of old collections in the digital
format
Increasing demand for digital collections
Self-service and virtual space
Enhancing the library website
Artificial Intelligence Utilization
Redesigning the physical access to print collections to minimize virus transmissions
Librarians safety and health comes first
Minimizing the use of shared devices
Creating library spaces to promote interaction and
communication safely
Increasing opportunity for continuous learning and
development
Tele-networking
Expanding collaborations with other institutions in
providing collections Copyright education for users
Librarians involvement in learning programs Increasing support and access
for researchers
Keeping the library and librarians relevant to users
Collections Management Services Management Physical Space Human Aspect
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