Etude sur les changements d’attitudes nécessaires à la réussite d’un projet de gestion de la connaissance dans le secteur des ONG

Summary:

L’objet de cette étude succinte est de mettre en évidence quels sont les freins les plus fréquents et de rechercher quels seraient les changements d’attitude nécessaires pour les surmonter et améliorer ainsi les chances de réussite d’un projet de gestion des connaissances dans le secteur des ONG. En s’inspirant des freins les plus couramment observés dans le secteur privé, nous avons comparé ceux-ci avec ceux qui sont susceptibles ou non d’apparaître dans l’environnement associatif du développement. Nous avons basé l’étude sur la bibliographie spécialisée dans ce domaine, mais aussi sur l’expérience pratique de trois ONG belges : Médecins Sans Frontières, Vétérinaires Sans Frontières et Handicap International. Ne s’agissant pas d’une étude exhaustive, les conclusions tirées ont une valeur indicative.

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Gestión del conocimiento y la información en el sector de agua y saneamiento: Un hueso duro de roer

Summary:

"¿La GC será simplemente una forma de llevarle un seguimiento a la información que está siendo producida? ¿Será un componente esencial del desarrollo de los recursos humanos? ¿Será solamente algo que está de moda, promocionado por las empresas de consultoría, y simplemente pasarán de moda paulatinamente (Wilson, 2002)? ¿O será la implementación efectiva de una Gestión de Conocimiento sólida, una condición obligatoria para lograr el éxito de las organizaciones a medida que ellas entran en la era de la economía del conocimiento? Debido a que las respuestas a estas preguntas pueden variar de acuerdo a los diferentes expertos, ellos aclaran que vale la pena considerar la GC teniendo en cuenta sus múltiples y diversos elementos. De todos ellos, hemos tratado de plasmar los más importantes dentro de este trabajo."

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Misra, D.C. (2007): Ten Guiding Principles for Knowledge Management in E-government,

Summary:

Knowledge management, popularly known by its acronym KM, as is known today, is only 5 to 15 years old and is a distinct contribution of the private sector where the concept of knowledge as a “competitive advantage of the firm” and “knowledge capital” hold the sway. It is only recently that knowledge management (KM) has started making entry to public sector. One of the reasons for this development has been the emergence of information and communication technologies (ICTs) in the last decade and the emergence of knowledge worker and the knowledge economy. Solow remark, made 20 years ago, that “You can see the computer age everywhere but in the productivity statistics” (Solow 1987) still survives. However, ‘There is now persuasive evidence that the information and computer technology (ICT) investment boom of the 1990’s has led to significant changes in the absolute and relative productivity performance of firms, sectors and countries’ (Hughes and Morton 2005, p-3). More specifically, e-government contributes to economic development. For example, the overall GDP growth attributable to e-government in the period 2005-2010 in the European Union has been estimated at 2% (Corsi et al. 2006, p-5). For suggesting guiding principles, the importance of e-government is described and five popular myths in knowledge management for e-government exploded, issues in knowledge management for e-government identified, the knowledge pyramid, types of knowledge places where knowledge can be kept, and dimensions of knowledge management are described followed by a stocktaking of knowledge management (KM) toolbox (De Brün 2005). Then a knowledge management cycle consisting of six phases of: 1. undertake knowledge audit, 2. create knowledge, 3. capture knowledge, 4. store knowledge, 5. use knowledge, and 6. review knowledge is developed.

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Learning from Capacity Building Practice: Adapting the ‘Most Significant Change’ (MSC) Approach to Evaluate Capacity Building Provision by CABUNGO in Malawi

Summary:

This paper provides a reflection on a pilot experience of using the ‘Most Significant Change’ (MSC) methodology to evaluate the capacity building services of CABUNGO,a local capacity building support provider in Malawi. INTRAC and CABUNGO worked collaboratively to adapt and implement the MSC approach to capture the complex and often intangible change resulting from capacity building, as well as to enhance CABUNGO’s learning and performance.

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Knowledge Management: Concept, Elements and Process

Summary:

By Ram Babu Nepal, Senior Evaluation Officer, Organization for the Prohibition of Chemical Weapons (OPCW), the text is a basic introduction to KM.

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ABC of Knowledge Management

Summary:

This guide was freely extracted from the NHS National Library for Health for the“FAO as a knowledge organization” initiative at http://www.library.nhs.uk/knowledgemanagement/

Creator: NHS National Library for Health: Specialist Library Knowledge Management

Contributor: Caroline De Brún

Publication Date: July 2005

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Orientaciones Bibliográficas

Summary:

Annotated bibliography of KM resources in Spanish, prepared by Sebastiao Ferreira.

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Comparable 5-day courses in Knowledge Management

Summary:

A comparison of groups that  provide 5-day KM training and certification, by Erik Johnson (World Bank).

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KM Glossary

Summary:

A description of general and specific KM terms.

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KM links

Summary:

Links to KM resources.

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Results Chain and Performance Measurement Plan for CIDA's Knowledge Management Initiative

Summary:

This document contains our KM plans for June 2002 to June 2005. The outputs focus mainly on year 2002-2003. We are presently building the new framework for year 2003-2004. For more information on this, you can look at the document called "CIDA's KMS: Report on 2002-2003 and Work Plan for 2003-2004".

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CIDA's KMS: Report on 2002-2003 and Work Plan for 2003-2004

Summary:

This document has been presented to CIDA Executive Committee as the report on 2002-2003 and our new work plan for 2003-2004.

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