CHAPTER 1: Introduction: why do NGOs need to negotiate knowledge?

King, Sophie; Kontinen, Tiina; Narayanaswamy, Lata; Hayman, Rachel

doi:10.3362/9781780449258.001

Cited by 4 publications

(6 citation statements)

References 30 publications

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“…Such investments from development agencies and governments are not unproblematic (Reinhart & Rogoff, 2004). Both local NGOs and INGOs act outside the realm of government but face pressure to show their credibility and legitimacy within what are constantly changing environments, which has (King et al, 2016) argue, resulted in a need for them to redefine their roles and reinvent themselves, with knowledge a central element of this reinvention.…”

Section: Background Literature Knowledge Management Dynamics In Inter...mentioning

confidence: 99%

“…There is also an increasing emphasis on the need for NGOs to engage more in good governance practices (King et al, 2016). Ensuring 'good governance' involves NGOs becoming more 'business-like', emphasising monitoring and evaluation, accountability and a results-focus (Porter, 2003) leading to a projectification of the sector (Lannon & Walsh, 2016).…”

Section: Background Literature Knowledge Management Dynamics In Inter...mentioning

confidence: 99%

“…Results-based management (RBM) is another mechanism that requires INGOs to provide robust and rigorous evidence, which affects knowledge management (Hayman, 2016). Although RBM considers knowledge creation and systems it requires organisations, in response to donors' demands for increased levels of accountability, to provide evidence of effectiveness (King et al, 2016). Thus, methodologies and frameworks used constrain how knowledge is constructed and expressed (Sanderson & Kindon, 2004).…”

Section: Background Literature Knowledge Management Dynamics In Inter...mentioning

confidence: 99%

“…Collectively, such research indicates that there are knowledge dynamics within the international development sector which require context-sensitive activities to enable change (King et al, 2016;Kontinen, 2016;Porter, 2003) which make it suitable to examine the effects of environmental and organisational changes on KM strategies. Such multi-level knowledge dynamics (Schriber & Löwstedt, 2018), can affect strategic knowledge management in organisations, while managers involved in decision making often have limited understanding (Venkitachalam & Willmott, 2013).…”

Section: Background Literature Knowledge Management Dynamics In Inter...mentioning

confidence: 99%

“…The objective of this study is to examine how knowledge management strategies are developed in response to environmental and organizational dynamics. The international development (ID) sector was chosen as knowledge is central to its activities (Athayde et al, 2016;Choudry, 2013) with the sector currently undergoing changes (King et al, 2016). This study draws on a longitudinal case study to examine how, over a 2.5-year period, an international non-governmental organization (INGO) responded to environmental changes by making changes to its existing knowledge management strategy.…”

Section: Introductionmentioning

confidence: 99%

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Dynamic knowledge management strategy development in international non-governmental organisations

Walsh

Lannon

2020

Knowledge Management Research & Practice

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Knowledge management strategies are important for firms' competitive positioning. This paper examines how knowledge management codification and personalization strategies are developed in response to environmental and organizational dynamics in an international non-governmental organisation. A longitudinal case study of the organisation's strategic reformulation of its KM strategy over a 2.5 period is drawn upon. The research examines how pressures in the firm's operating environment led to the organisation identifying the need to leverage the value of local contextual knowledge. Subsequent reformulation required the organisation to change its strategic mix of codification and personalization over time. Although efforts were focused on increasing personalization, developments were supported through codification demonstrating the a symbiotic, mutually supporting relationship between the strategies. The strategic reformulation involved processes of reflection, repackaging and support activities.

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Section: Background Literature Knowledge Management Dynamics In Inter...mentioning

confidence: 99%

Section: Background Literature Knowledge Management Dynamics In Inter...mentioning

confidence: 99%

Section: Background Literature Knowledge Management Dynamics In Inter...mentioning

confidence: 99%

Section: Background Literature Knowledge Management Dynamics In Inter...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Dynamic knowledge management strategy development in international non-governmental organisations

Walsh

Lannon

2020

Knowledge Management Research & Practice

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Paradoxes and partnerships: a study of knowledge exploration and exploitation in international development programmes

Lannon

Walsh

2019

JKM

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Purpose This paper aims to look at how organisational partnerships balance knowledge exploration and exploitation in contexts that are rife with paradoxes. It draws on paradox theory to examine the partnership’s response to the explore-exploit relationship. Design/methodology/approach A multiple interpretive case study was used to examine international partnerships in three African countries. These partnerships were between international (Northern-based) non-governmental organisations and local African non-governmental organisations. Findings The research finds that within the partnership, knowledge exploration and exploitation exist as a duality rather than a dualism. This is supported by the acceptance and confrontation of paradoxes of performing and belonging. However, macro-level paradoxes of organising linked to power, culture and epistemologies inhibit further effective confrontation of the explore-exploit paradox. Practical implications The findings can help managers working in international development organisations to understand how learning is enabled and constrained in partnership-based programmes. Originality/value The study provides a novel contribution to knowledge management by applying the paradox perspective to the explore-exploit relationship. This paper extends previous work by drawing on the levels and repertoires present in the paradox perspective to understand how knowledge exploration and exploitation can be mutually reinforcing and can exist as a duality.

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CHAPTER 1: Introduction: Knowledge for civil society in the rapidly changing ecosystem for international development

Mougeot¹

2017

Putting Knowledge to Work

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CHAPTER 1: Introduction: why do NGOs need to negotiate knowledge?

Cited by 4 publications

References 30 publications

Dynamic knowledge management strategy development in international non-governmental organisations

Dynamic knowledge management strategy development in international non-governmental organisations

Paradoxes and partnerships: a study of knowledge exploration and exploitation in international development programmes

CHAPTER 1: Introduction: Knowledge for civil society in the rapidly changing ecosystem for international development

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