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Concepts and Principles

The intersection of knowledge management, communications, collaboration and sustainable development

IISD's work on knowledge networks began in 1995 when it co-sponsored the Maurice Strong-led Taskforce on Priorities for Canadian Internationalism in the 21^st Century. The taskforce recognized that the emerging knowledge economy opened the possibility for a new international development paradigm—one in which distinctions between North and South would begin to blur. One of the taskforce's conclusions was that "knowledge brokering" and "knowledge networking" would become increasingly important tools for international development.

It soon became clear, though, that it would be impossible to establish networks of information without fostering networks of people. In a rapidly changing world, it is impossible to document all that people know. It is far more effective to establish relationships between people in which they can jointly experiment with new ideas and gain confidence in their ability to tailor solutions for their own needs. Well-managed networks can help to bridge the gap between knowledge and action on sustainable development.

Through our own experience and in discussion with others, IISD has identified what we see to be the "network advantage":

• joint value creation – developing new insights through the interaction of different perspectives and approaches;

• linkage with policy processes, in order to foster change in policies and practices to support sustainable development; and

• capacity development for all members in research and communications, in particular strengthening the understanding of regional and sectoral considerations in sustainable development.

In the lead up to the World Summit on Sustainable Development (August–September 2002), we expanded our investigations to include multistakeholder partnership models (the "Type 2" or non-negotiated outcomes of Johannesburg). The success of these partnerships can be determined by:

• the attainment of immediate objectives;

• the quality of the partnership experience itself (respect and trust demonstrated among the partners, the sharing of knowledge, the leveraging of resources, the resolution of conflict); and

• the realization of the "multiplier effect": when the partnership results in additional (or unexpected) benefits (influencing organizations, policies and practices beyond the immediate activities of the partnership).

Key contributions

• The Terminology of Knowledge for Sustainable Development: Information, Knowledge, Collaboration and Communications (2005) (PDF - 205 kb)
  A glossary of terms and typology of collaboration models and communications approaches.

• Scoping the Convergences of Knowledge, Technology, Community and Decision-making (2004) (PDF - 212 kb)
  Knowledge concepts and practices have emerged out of a cross fertilization of management approaches in the private sector; innovation in the uses of information and communications technologies; and processes for addressing international development through more consultative approaches.

• How to support an L14 in breaking global deadlocks: do we need a formal network of institutions or an open source system of experts? (DOC)
  How could a network of think tanks support a global leaders initiative to resolve global deadlocks on climate change, HIV AIDs, and other crises? This paper explores what such a network might look like in 2015, suggesting that think tanks themselves are changing to more open, social networks of experts.

• What to Consider in Creating a Strategic Alliance (2006) (PDF - 164 kb)
  Although many research institutes have experience with networks, partnerships, communities of practice, and other forms of institutional and individual collaboration, an alliance approach is relatively new to these non-for-profit organizations.

• Working Together for Sustainable Development (2002) (PDF - 316 kb)
  In an electronic conference with over 450 participants (one third based in Southern institutions), we derived a set of core characteristics for partnerships. The archive of the discussion is also available.

• Strategic Intentions: Managing Knowledge Networks for Sustainable Development (2001) (PDF - 509 kb)
  Strategic Intentions is IISD's signature book regarding establishing and managing knowledge networks with chapters on governance, virtual teams, communications and evaluation. This collection of observations, insights and lessons learned demonstrates the true value of the "network advantage" in the pursuit of sustainable development.

• Strategic Intentions: Principles for Formal Knowledge Networks (2001) (PDF - 384 kb)
  This paper is an overview of formal knowledge networks, a model for networking which IISD has seen as a more structured and outcome-oriented approach than some other models for collaboration. The paper briefly examines the drivers behind the growth in interest and experimentation with networks; the different types of knowledge and their relevance for knowledge networks; the range of collaboration models available for sharing, aggregating and creating knowledge; the formal knowledge network as a separate and distinct approach; the operating principles for formal knowledge networks; and a synopsis of the basic components for formal knowledge networks.

• Formal Knowledge Networks: A Study of Canadian Experiences (1998) (PDF - 467 kb)
  In 1998, IISD and the International Development Research Centre (IDRC) commissioned Dr. Howard Clark to study Canadian experiences with formal knowledge networks. The resulting book flagged innovations including more formal and rigorous structures and governance, the inclusion of other sectors in the networks (in particular the private sector) and the emphasis on deliverables. While Clark was particularly intrigued with the economic benefit derived from those deliverables through commercialization, the key message for IISD was that the work of a network had to have an avenue for implementation. Research networking for its own sake was no longer an acceptable modus operandi; it doesn't realize the potential for networks to convert knowledge into action for sustainable development.

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