Knowledge management in practice: Pitfalls and potentials for development

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

Knowledge management is increasingly recognized as a relevant management approach within the development sector. However, few academic studies have analyzed the conceptual foundations of knowledge management practices in a development-specific context. As a result, the political dimensions of knowledge management are often overlooked. Through a literature review, illustrated with reference to examples from practice, this paper identifies a difference between latent goals and active knowledge management practices, which can lead to counterproductive development outcomes. The paper identifies the pitfalls and potentials associated with knowledge management in a development context and presents a conceptual framework that recognizes and builds on political dimensions of knowledge as discussed in participation and post-developmentalist debates. © 2010 Elsevier Ltd.
Original languageEnglish
Pages (from-to)1797-1810
JournalWorld Development
Volume38
Issue number12
DOIs
Publication statusPublished - 2010

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knowledge management
management practice
studies (academic)
conceptual framework
literature review
Knowledge management
participation
management
Knowledge management practice

Cite this

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Knowledge management in practice: Pitfalls and potentials for development. / Ferguson, J.E.; Huysman, M.H.; Soekijad, M.

In: World Development, Vol. 38, No. 12, 2010, p. 1797-1810.

Research output: Contribution to JournalArticleAcademicpeer-review

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AB - Knowledge management is increasingly recognized as a relevant management approach within the development sector. However, few academic studies have analyzed the conceptual foundations of knowledge management practices in a development-specific context. As a result, the political dimensions of knowledge management are often overlooked. Through a literature review, illustrated with reference to examples from practice, this paper identifies a difference between latent goals and active knowledge management practices, which can lead to counterproductive development outcomes. The paper identifies the pitfalls and potentials associated with knowledge management in a development context and presents a conceptual framework that recognizes and builds on political dimensions of knowledge as discussed in participation and post-developmentalist debates. © 2010 Elsevier Ltd.

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