Knowledge Mobilization

Knowledge management practice now includes the creation of internal communities to foster face-to-face and e-mail interaction among staff. But current studies indicate that these communities tend to be used for improving specific business processes (how work is being done), rather than leading to innovation (new knowledge) or change outside of the enterprise. Knowledge management that restricts itself to internal knowledge sharing will not be sufficient to address all of the knowledge challenges for networks and partnerships.

A related concept, the "knowledge broker" (connecting those who know with those who need to know), may also be too limited and too linear for many institutions and networks. The potential for increasing its influence in the world is much greater through pursuing and strengthening new working relationships (multistakeholder partnerships, alliances and so forth).

The emerging concept of "knowledge mobilization" may therefore be more useful than knowledge management or knowledge brokering. Knowledge mobilization addresses how external knowledge (outside of the organization) is sought out and combined with internal knowledge to create new knowledge that meets the needs of target users/clients. Knowledge mobilization emphasizes purpose (meeting the needs of clients) and looks to how one brings in the knowledge of others. It recognizes that organizing one's own intellectual capital does not necessarily lead to innovation or change; implicit in the concept is the need for working relationships with others.

Key Contributions