Abstract:
New working methods, developed within a changing organisational structure based on networking that facilitate global exchanges as markets expand beyond the traditional borders, and also the recognition that different assets, such as knowledge, have replaced more traditional ones and need to be exploited in order to achieve company objectives have resulted in both a changed corporate and information environment. These changes, and the resulting organisational trends that include downsizing outsourcing and reengineering have impacted on the corporate library, threatening its survival. A transactional model of the library, based on its role as a supplier of commodities, that was satisfactory in the past, is no longer adapted to the new information environment and has not prevented the closure of a unit that is not considered essential to attaining the company's strategic objectives. The increasing emphasis placed on "knowledge" as one of the company's most important assets has contributed to its declining status since the library does not further the "knowledge" needs of the company. A transformational model, based on a developing field of interest to the business world, knowledge management, is proposed as being a new product that is better adapted to a corporation's current needs and environment. Like any new product, however, it must be marketed by the library. Knowledge market transactions will occur because the participants believe that they, and the company, will benefit from them in some particular way. Competitive strategies, therefore, are necessary not only to ensure successful transactions but also to promote this value-added service.
