One never knows: research policy and knowledge management in Dutch development cooperation.

Authors

  • Caroline Wiedenhof
  • Henk Molenaar

Keywords:

knowledge management, development cooperation, ministries, Netherlands

Abstract

Since 1992, the Netherlands has had a research strategy within its wider policy framework for development cooperation. From the start, it was characterized by a strong focus on Southern ownership. Recently, the approach was broadened: it now takes into account other actors as well, and sets to strengthen the role of knowledge and research in change and innovation. In most donor organizations, knowledge management and research policy are separate fields of responsibilities. The paper describes how the two are becoming intertwined within the Netherlands Ministry of Foreign Affairs (DGIS). The paper analyses this process and the logic behind it, and describes some initiatives designed to bridge the divide between researchers and policy makers. By way of introduction the paper presents a programme for enhanced interaction and exchange between policy makers and researchers. It is a form of direct cooperation between universities and the Ministry of Foreign Affairs (the so-called IS Academy), undertaken in the context of the new research policy. This is placed in the wider context of growing attention for knowledge and knowledge management in the Dutch public sector. It is explained that quite a number of initiatives in knowledge management have failed because of being too supply-driven. The importance of contextual learning and the demand for knowledge is stressed. The argument then shifts to the role of knowledge management in development cooperation and more particularly in the DGIS policy on research. Whose knowledge is at stake in such a policy? The draw-backs and limitations of an approach that focuses exclusively on Southern ownership will be explained, based on the DGIS experience over the last 15 years. The paper discusses the role of donors in development cooperation and points out why knowledge is of such a prime concern for donor organizations. It is explained why a research policy essentially is a knowledge policy and why such a policy should cover attention for knowledge management and the learning capacity of the donor itself. Finally the central role of embassies is stressed and an attempt is made to identify the characteristics of a learning embassy.

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Published

2007-01-15