Abstract
This research investigated the sharing, experimenting and creating process of knowledge in a social development project implemented by Dhaka city, Bangladesh with the assistance of Japanese government. Most of the international cooperation organizations such as the World Bank are interested in inter-project knowledge management but less in intra-project knowledge management. These organizations mainly focus on storing and sharing of knowledge centering on their headquarters, but not reach out to each one of their projects. However, knowledge is presented, shared, experimented, and created in the field of each project. Conducting a fieldwork and using qualitative research methods, the author closely observed the knowledge process of the project and found that the knowledge was created through the interaction of optimizing and satisfying, rationalistic plan and incremental plan, universal knowledge and local knowledge, and learning and reflecting. Based on these findings, this paper presents a model of knowledge management in a social development assistance project, which was named “PAR model”, a spiral process model of three phases of Planning, Acting, and Reflecting.
Highlights
Most of the international cooperation organizations such as the World Bank are interested in inter-project knowledge management but less in intra-project knowledge management
Conducting a fieldwork and using qualitative research methods, the author closely observed the knowledge process of the project and found that the knowledge was created through the interaction of optimizing and satisfying, rationalistic plan and incremental plan, universal knowledge and local knowledge, and learning and reflecting
This paper presents a model of knowledge management in a social development assistance project, which was named “PAR model”, a spiral process model of three phases of Planning, Acting, and Reflecting
Summary
Knowledge created in a project can be dispersed together with the dissolution of the team unless otherwise it is properly managed [1] This is true in project-based organizations such as the World Bank and JICA (Japan International Cooperation Agency) involved in development assistance. Knowledge management activities of these organizations, mainly focus on storing and sharing of knowledge in their organizations and networks, but not reach out to each one of their projects [2] This is true in the academic research. There is extensive literature covering inter-projects knowledge management, a focus on intra-project knowledge management in a project appears to be very limited [3] With this background, this paper presents a theoretical model and practical implications for knowledge management in social development assistance projects
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