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The interorganizational learning lif...

Zaghab, Roxanne Ward.

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The interorganizational learning lifecycle: Knowledge for use in international development.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The interorganizational learning lifecycle: Knowledge for use in international development./
作者:	Zaghab, Roxanne Ward.
面頁冊數:	143 p.
附註:	Source: Dissertation Abstracts International, Volume: 73-09(E), Section: A.
Contained By:	Dissertation Abstracts International73-09A(E).
標題:	Organization theory. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3509316
ISBN:	9781267356611

The interorganizational learning lifecycle: Knowledge for use in international development.
Zaghab, Roxanne Ward.

The interorganizational learning lifecycle: Knowledge for use in international development. - 143 p.

Source: Dissertation Abstracts International, Volume: 73-09(E), Section: A.

Thesis (D.Mgt.)--University of Maryland University College, 2011.

Billions of dollars are invested annually in international development assistance, still institutional donors and host organizations in less developed countries are openly perplexed about the ineffectiveness of aid. Using a systems lens, this paper reframes the aid effectiveness challenge and asks how organizational learning can improve the effectiveness of development assistance. The purpose of this paper is to improve international development practice by contributing to the understanding of organizational learning in resource-constrained settings. The paper seeks to identify elements in the Host-Agent learning exchange which can enhance or discourage learning and knowledge outcomes.

ISBN: 9781267356611Subjects--Topical Terms:

2122787
Organization theory.

The interorganizational learning lifecycle: Knowledge for use in international development.
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245 1 4 $a The interorganizational learning lifecycle: Knowledge for use in international development.
300 $a 143 p.
500 $a Source: Dissertation Abstracts International, Volume: 73-09(E), Section: A.
500 $a Adviser: James Gelatt.
502 $a Thesis (D.Mgt.)--University of Maryland University College, 2011.
520 $a Billions of dollars are invested annually in international development assistance, still institutional donors and host organizations in less developed countries are openly perplexed about the ineffectiveness of aid. Using a systems lens, this paper reframes the aid effectiveness challenge and asks how organizational learning can improve the effectiveness of development assistance. The purpose of this paper is to improve international development practice by contributing to the understanding of organizational learning in resource-constrained settings. The paper seeks to identify elements in the Host-Agent learning exchange which can enhance or discourage learning and knowledge outcomes.
520 $a The cultural and learning orientation differences between less developed country host organizations and international donors are explored. Tacit and explicit knowledge contributions, as well as indigenous knowledge aspects of interorganizational learning, are discussed and integrated into a multi-theoretical framework for knowledge creation in international development projects. With the use of logical deductive analysis and the extant literature, this paper provides a best-evidence synthesis from which to propose the Interorganizational Learning Lifecycle Framework. The presented TEHA (Tacit-Explicit-Host-Agent) interorganizational knowledge blending process builds upon Nonaka's theory of knowledge creation, organizational learning theory, resource exchange theory, and evidence regarding knowledge transfer.
520 $a Case examples illustrate how the Interorganizational Learning Lifecycle can produce blended, locally adapted, relevant Knowledge for Use (K4Use) in international development. This paper introduces interorganizational knowledge creation in the context of the international development assistance project lifecycle. Findings suggest that K4Use generates renewable and relevant knowledge resources for organizations in low-resource settings. Recommendations include: a) development of K4Use measures and integration of these metrics into project management tools; b) theoretical exploration of indigenous knowledge capabilities in blending knowledge; and c) expansion of the scope of international project management practice to include the identification, mobilization, integration, and reuse of knowledge.
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