Abstract
Research has proven that the practice and implementation of knowledge management (KM)
aids an organisation in gaining a competitive advantage, which is at the pinnacle of ensuring
that an organisation remains a preferred service provider. In order to address these issues, this
research focused on exploring knowledge sharing (KS) barriers identified by employees within
the Library and Information Services (LIS) division at a higher education institution.
The researchers employed a qualitative research design, guided by a case-study research
strategy. Semi-structured interviews were conducted, with seventeen respondents who were
purposively selected for the sample. Data was analysed using thematic analysis, creating
categories of subjects relating to the identified research questions.
The findings of the study revealed that KS was limited within the LIS and mostly occurred
informally between employees within the same section. Furthermore, it was found that the
culture at LIS was not conducive for the advancement of KS, as respondents felt unsupported
by the LIS' management in terms of KS endeavours. A silo culture, encouraging the creation
of specialists in specific roles, was identified as a barrier to potential KS practices within the
LIS.