제      목 Implementing Knowledge Strategies:Lessons from international development agencies
원본정보 문서작성 언어 : 제1외국어 (영어) | 73 Pages
서지사항 Working Paper 244
저      자 Ben Ramalingam
발행연도 2005년
발행기관 Overseas Development Institute
관련링크 관련링크가 없습니다.
관련링크가 없습니다.
내려받기 wp244-Implementing Knowledge Strategies-Lessons from international development agencies.pdf [402.03 KB]
내용발췌 <Contents>
Acknowledgements
Acronyms
Executive Summary
1 Introduction
1.1 Background
1.2 Rationale
1.3 Method
1.4 Outline
2 Knowledge and Learning: From Policy to Practice
2.1 A conceptual model of knowledge strategies
2.2 Knowledge economies &#8211; a primer
2.3 Knowledge for development: background
2.4 Knowledge for development: key comparative texts
2.5 Summary: key issues
3 Findings from Organisational Profiles
3.1 Issue One: how is knowledge and learning understood and applied?
3.2 Issue Two: how does knowledge interface with the existing structure of the
organisations?
3.3 Issue Three: how do knowledge activities link to existing core functions of the
organisation?
3.4 Issue Four: how does knowledge and learning link with the existing support
functions of the organisations?
3.5 Issue Five: how do connective physical and electronic infrastructures support
knowledge and learning strategies?
3.6 Issue Six: vision, leadership and management
3.7 Issue Seven: measuring the costs and benefits of learning and not learning
3.8 Issue Eight: how does the knowledge programme address the external aspects of
knowledge and learning work?
4 Synthesis and Recommendations
4.1 Organisational knowledge
4.2 Organisational links
4.3 Organisational contexts
4.4 External factors
5 Conclusions
5.1 The Knowledge Strategies Framework and possible directions for future research
5.2 Final points
Appendix: Organisational Profiles
Bibliography
iv
Boxes and Figures
Box 1: Phases in Implementing Knowledge and Learning &#8211; A suggested ‘knowledge roadmap’
Box 2: Key ‘What Can?’ questions for knowledge and learning in development
Box 3: An Emerging Framework for looking at knowledge and learning, from organisational
policy to organisational practice
Box 4: Definition and understanding of knowledge and learning work
Box 5: The interface between knowledge and organisational structure
Box 6: Interface between knowledge activities and core activities
Box 7: Interface of knowledge and learning with organisations’ support functions
Box 8: Supporting physical and electronic infrastructures
Box 9: Vision, leadership and management
Box 10: Measuring the costs and benefits of learning
Box 11: How the knowledge programme addresses external aspects of knowledge and learning
work
Box 12: Recommendations for organisational knowledge
Box 13: Recommendations for organisational linkages
Box 14: Recommendations for organisational contexts
Box 15: Recommendations for external factors
Figure 1: The RAPID Framework
Figure 2: Knowledge and Learning Tools (adapted from Nutley et al, 2003)
Figure 3: The RAPID Framework for Knowledge Strategies