Elective affinities? Reflections on the enduring appeal of knowledge management for the development sector.
Keywords: knowledge management, development, international organisations
AbstractWhilst the knowledge management fad seems to have passed its peak in the private sector, within international development organisations, the appeal of the discipline seems to endure. What are the reasons behind this? Are there cultural factors that can explain the difference between the reception of the knowledge management paradigm in the private sector and development organisations? Reflecting on this issue can potentially equip knowledge management practitioners with some useful insights to tackle the specific cultural challenges they face in the context of development organisations.
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