The development sector comprises a broad spectrum of stakeholders with diverse geographical, social and cultural backgrounds, life experiences, personal beliefs, and norms and values. It is also a knowledge-intensive sector. Indeed, it is now widely accepted that development organizations need to have an effective knowledge management strategy in order to avoid ‘reinventing the wheel’. This raises several questions: “Who should be involved in these knowledge management strategies?”, “To what extent are ‘multiple knowledges’ – (namely knowledge taken from a representative cross-section of development stakeholders) - taken into account in these knowledge management strategies?”, and “What results can a development organization hope to realise when key development stakeholders are excluded from its knowledge management initiatives?”. A study of attitudes towards knowledge management within three different types of development organizations unearthed some answers.

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