Knowledge management practices and challenges in international networked NGOs: the case of one world international

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dc.contributor.authorSmith, Gretchen Jen_ZA
dc.contributor.authorLumba, Patricia Mweeneen_ZA
dc.date.accessioned2014-11-29T17:43:09Z
dc.date.available2014-11-29T17:43:09Z
dc.date.issued2008en_ZA
dc.description.abstractThis paper is based on the outcomes of a study that explored the knowledge management practices and challenges in an international NGO network. The investigation constituted comparative case studies of two centres (one in Zambia and the other in the Netherlands) belonging to a single international network. An empirically grounded framework of knowledge management practices based on the taxonomy proposed by Holsapple and Joshi was utilised as the reference framework for the study. The framework provided guidelines to characterize factors that influence organizational knowledge management; knowledge manipulation activities (processes) and organizational knowledge resources. The results of the empirical study confirm that a variety of factors affect knowledge management behaviours in an organization. These factors include managerial and internal controls such as management styles and incentives for knowledge creation and sharing; resource influences; and environmental influences relating to an organization's culture and the needs of partner organizations. The study highlights important variation in diversity, gaps and perceptions in managing knowledge between centres in the network that are based in Europe and Africa. This is despite significant communality in knowledge management processes and infrastructures. The results further show that institutionalization of knowledge management practices within a network seem to enable or constrain knowledge management at centre and network level. Recommendations are proposed to improve knowledge management practices at local and international level and include enhanced technical and advisory services at international level; capacity building; creating greater awareness of knowledge management; decentralization of knowledge management processes; implementation of a knowledge management strategy at network level and improving relationships between centres. The authors conclude that networked NGO's and specifically OWI could operate more efficiently and incrementally enhance service provision by leveraging their knowledge resources more effectively. It is in this light that knowledge management practices should be examined in NGOs and particularly networks with their complex structures and attendant reoccurring and unavoidable problems.en_ZA
dc.identifier.apacitationSmith, G. J., & Lumba, P. M. (2008). Knowledge management practices and challenges in international networked NGOs: the case of one world international. <i>Electronic Journal of Knowledge Management</i>, http://hdl.handle.net/11427/9862en_ZA
dc.identifier.chicagocitationSmith, Gretchen J, and Patricia Mweene Lumba "Knowledge management practices and challenges in international networked NGOs: the case of one world international." <i>Electronic Journal of Knowledge Management</i> (2008) http://hdl.handle.net/11427/9862en_ZA
dc.identifier.citationSmith, G., Lumba, P. 2008. Knowledge management practices and challenges in international networked NGOs: the case of one world international. Electronic Journal of Knowledge Management.en_ZA
dc.identifier.issn1479-4412en_ZA
dc.identifier.ris TY - Journal Article AU - Smith, Gretchen J AU - Lumba, Patricia Mweene AB - This paper is based on the outcomes of a study that explored the knowledge management practices and challenges in an international NGO network. The investigation constituted comparative case studies of two centres (one in Zambia and the other in the Netherlands) belonging to a single international network. An empirically grounded framework of knowledge management practices based on the taxonomy proposed by Holsapple and Joshi was utilised as the reference framework for the study. The framework provided guidelines to characterize factors that influence organizational knowledge management; knowledge manipulation activities (processes) and organizational knowledge resources. The results of the empirical study confirm that a variety of factors affect knowledge management behaviours in an organization. These factors include managerial and internal controls such as management styles and incentives for knowledge creation and sharing; resource influences; and environmental influences relating to an organization's culture and the needs of partner organizations. The study highlights important variation in diversity, gaps and perceptions in managing knowledge between centres in the network that are based in Europe and Africa. This is despite significant communality in knowledge management processes and infrastructures. The results further show that institutionalization of knowledge management practices within a network seem to enable or constrain knowledge management at centre and network level. Recommendations are proposed to improve knowledge management practices at local and international level and include enhanced technical and advisory services at international level; capacity building; creating greater awareness of knowledge management; decentralization of knowledge management processes; implementation of a knowledge management strategy at network level and improving relationships between centres. The authors conclude that networked NGO's and specifically OWI could operate more efficiently and incrementally enhance service provision by leveraging their knowledge resources more effectively. It is in this light that knowledge management practices should be examined in NGOs and particularly networks with their complex structures and attendant reoccurring and unavoidable problems. DA - 2008 DB - OpenUCT DP - University of Cape Town J1 - Electronic Journal of Knowledge Management KW - non-governmental organisations (NGOs) KW - networks KW - development KW - knowledge management KW - Zambia KW - Netherlands LK - https://open.uct.ac.za PB - University of Cape Town PY - 2008 SM - 1479-4412 T1 - Knowledge management practices and challenges in international networked NGOs: the case of one world international TI - Knowledge management practices and challenges in international networked NGOs: the case of one world international UR - http://hdl.handle.net/11427/9862 ER - en_ZA
dc.identifier.urihttp://hdl.handle.net/11427/9862
dc.identifier.vancouvercitationSmith GJ, Lumba PM. Knowledge management practices and challenges in international networked NGOs: the case of one world international. Electronic Journal of Knowledge Management. 2008; http://hdl.handle.net/11427/9862.en_ZA
dc.language.isoengen_ZA
dc.publisherAcademic Conferences Ltd.en_ZA
dc.publisher.departmentCentre for Information Literacyen_ZA
dc.publisher.facultyCentre for Higher Education Developmenten_ZA
dc.publisher.institutionUniversity of Cape Town
dc.sourceElectronic Journal of Knowledge Managementen_ZA
dc.source.uriwww.ejkm.com/issue/download.html?idArticle=152en_ZA
dc.subjectnon-governmental organisations (NGOs)en_ZA
dc.subjectnetworksen_ZA
dc.subjectdevelopmenten_ZA
dc.subjectknowledge managementen_ZA
dc.subjectZambiaen_ZA
dc.subjectNetherlandsen_ZA
dc.titleKnowledge management practices and challenges in international networked NGOs: the case of one world internationalen_ZA
dc.typeJournal Articleen_ZA
uct.type.filetypeText
uct.type.filetypeImage
uct.type.publicationResearchen_ZA
uct.type.resourceArticleen_ZA
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