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 This
literature review focuses on knowledge management (KM) and organisational
learning, particularly in relation to international development.
Much has already been written on KM in the commercial and public
sectors. This review aims to identify current knowledge, emerging
themes and gaps that will be of special interest to development
actors and agencies. The review was undertaken to inform ODI's Research
and Policy in Development (RAPID) programme which aims to promote
better use of research in development policy and practice, in order
to promote evidence-based and pro-poor policies.
RAPID has already examined some of the issues related to KM and
learning in international development both through published
papers and projects. In 1998, the book Development as Process
(edited by Mosse, Farrington and Rew) was published as part of the
ODI Policy Studies Series. Edwards'
(1994) distinction between raw information and useful knowledge,
McElroy's (2000) focus on
conditions for innovation and knowledge creation and Argyris'
(1992) work on organisational learning provide a useful starting
point for KM in International Development.
The first part of the review focuses on KM literature from the
commercial sector, which tends to
regard KM and organisational learning primarily to improve organisational
efficiency. The second part looks at literature from the development
sector, where although organisational efficiency is also important,
KM can also increase an organisations ability to respond to the
needs of the poor and influence debates and policy processes. The
final part of the review identifies gaps
in the literature that are of particular importance to agencies
working in the international development field. Click on the following
links for more information:
Click here
to download the full paper: ODI Working Paper 224, 2003 (Pdf 503kb)
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