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Olivier SerratPncp Knowdg Mngmn Spcs
Knowdg Mngmn Cnrgon nd Susnb Dopmn Dpmnasn Dopmn Bnk
Organization, People, Knowledge, and Technology for Learning
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ADB Initiatives on Knowledge Partnerships 1
2Enhancing Knowledge Managementunder Strategy 2020: Plan of Action (2009-2011)
3Strengthening External Knowledge Partnerships
4Knowledge Partnerships
5Knowledge Partnerships and Organizations
6Fundamentals of Knowledge Partnerships
7Relationships in Knowledge Partnerships
8Functions of Knowledge Partnerships
9Benefts rom Knowledge Partnerships
10Common Forms of Knowledge Partnerships
13Complexity in Knowledge Partnerships
Designing a Knowledge Partnership 1
1Design Checklist
2Ground Rules in Setting UpKnowledge Partnerships
2Managing Knowledge Partnerships
2Success Criteria for Knowledge Partnerships
2Making Knowledge Partnerships Work Better
2Evaluating Knowledge Partnerships
3Qualities Checklist for Effective Partnerships
3Further Reading
3About the Asian Development Bank
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ADB InItIAtIves on KnowleDge PArtnershIPs
Sae 2020 identies Knowledge Solutions and Partnerships as two o ve driverso change.
Kowlede Maaeme ADB moves ADB to improve its organizational culture,management systems, business processes and inormation technology solutions,communities o practice, and learning and development mechanisms.
Ehac Kowlede Maaeme de Sae 2020: Aco Pla (2009-2011)delivers knowledge solutions and knowledge services rom our strategic thrusts.
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enhAncIng KnowleDge MAnAgeMent unDerstrAtegy 2020: PlAn o ActIon (2009-2011)
Shape he Kowlede Focs ADBs Opeaos
(Add value at regional, country,and project levels)
Fhe Ehac Sa Lea
ad Sklls Deelopme(Enhance opportunities
or sta to learn)
Empowe he Commes
o Pacce(Collaborate or knowledge
generation and sharing)
Sehe Eeal
Kowlede Paeshps(Align and leverage external
knowledge)
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strengthenIng externAl KnowleDge PArtnershIPs
soMe chAllenges The purpose and selection of knowledge partnerships need clarity.
Monitoring and evaluation systems are insufcient. Performance vis--vis work plans is poor.
Key ActIons
1. Develop criteria or the selectiono knowledge partnerships includingnon-regional institutions.
2. Ascertain that expected outputsand outcomes are alignedto ADBand DMC priorities.
3. Ensure that knowledge partnershipsare considered when ADB enters intoagreementssuch as letters o intentand memorandums o understandingwith other institutions.
4. Make sure that knowledge partnershipagreements spell out the need to conductproactive dissemination activitiesin ADB and DMCs.
Promote learning, creativity,and innovation or the benet
of DMCs.
Kowlede Paeshps
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KnowleDge PArtnershIPs
KnowleDge PArtnershIPs Are associations and networks of individuals or organizations that share
a purpose or goal. Comprise of members who contribute knowledge, experience,
resources, and connections, and participate in two-way communications. Thrive when there is a strategic, structural, and cultural t, and when
members embrace a collaborative process, behave as a coherent entity,and engage in joint decision making and action.
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KnowleDge PArtnershIPs AnD orgAnIzAtIons
soMe coMMon AttrIButes Groups of individuals or organizations... With a shared, understood, and
consistent purpose or goal... Who voluntarily contribute knowledge,
experience, resources, and connectionstoward joint decision making and actionand share learning to achieve the sharedpurpose or goal
Who rely on the partnership to reach theshared purpose or goal
why KnowleDge PArtnershIPsAre not orgAnIzAtIons A knowledge partnership has a less
ormal structure than an organizationand is more fuid.
Participation is largely voluntaryand as needed, not full-time.
Participants have a high degreeo reedom to make choices.
The nature of decision makingis distributive.
Organizations have managers.Knowledge partnerships have coordinators.
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w?
w?
wa?h?
w?
w?
K Ma
Mii ad eaa
unDAMentAls o KnowleDge PArtnershIPs
Commitment exists at the
top, middle, bottom, andacross unctions in bothpartner organizations.
Risks, rewards, andresources are airly
balanced and adequatelyunderstood.
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t is the glue that holdsnetworks together.
It is the core asset o knowledgepartnerships.
tp-t t BidDiscuss, recognize, support, collaborate, disclose, value, help,
acknowledge, share, and ask.
nd are individuals or organizations.Links are relationships.
trust Is BuIlt By Increasing the bandwidth of information
that fows between nodes Character, honesty, integrity,
and principles Experiencing reciprocity Capitalizing on pre-existing,
heritage relationships
relAtIonshIPs In KnowleDge PArtnershIPs
wa tKd Paip
Knowledge Experience Resources Connections
wa Mak KdPaip wk Trust Reciprocity
Diversity Complementarity
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unctIons o KnowleDge PArtnershIPs
FiLtEringOrganizing and managing inormation that is worth paying attention to.
AMPLiFyingTaking new, little-known, or little-understood ideas, giving them weight, and making them more widely understood.
invESting AnD PrOviDingOering a means to give members the resources they need to carry out their main activities.
COnvEningBringing together dierent, distinct people or groups o people.
COMMunity-BuiLDingPromoting and sustaining the values and standards o individuals or organizations.
LEArning AnD FACiLitAtingHelping members carry out their activities more eciently and eectively.
Time and again, a subtle rationale behind strategic alliancesis obscured by their explicit strategic motives.
That rationale is the intent to learnespecially knowledge that is tacit, collective,
and imbedded: and it is probably ailure in this arena that explains shortcomings.
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BeneIts roM KnowleDge PArtnershIPs
Increased access to knowledge,
experience, resources, and connections
Shared learning
Shared good practices
Fostered creativity and innovation
Increased business process efciencies
Increased visibility of concerns and issues
Strengthened capacity to advocate
and infuence policy
More effective responses to complex
realities and scaled-up impact
Reduced isolation and increased credibility
Mitigated risks
wa Kd Paip
o B gd a
ei a or data, inormation,
and knowledge
Rapid dimiai
Efcient ma-d a to collect
and connect with others and resources
Building adapi and fib capacity
rii to shock or change
A ool can learn romhis own experience, the wise learn
rom the experience o others.- Democritus
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coMMon orMs o KnowleDge PArtnershIPs
newokPaeshp
iomalPaeshp
Paeshp whsome Fomal
Elemes
isoalPaeshp
ie-Oazaoa
PaeshpAttributes Web of
relationships,or loose tieso inormationtranser andreciprocity,uelled by trust
Self-governingand self-regulating
Membersarticulate waysto leverage somearrangements
Highlydependenton inormalleadership toachieve purposeor goal
Partnership witha common nameand collectiveidentity
Guidingprinciples andnorms ordecision-making
and emerging orwell-establishedgovernancestructures
Small secretariatacilitatesunctioning othe partnershipand is primarilyaccountable
to partnershipmembers
Legallyrecognizedentities withinstitutionallegitimacy; canattract largeproject undingrom the state,private sector
donors
Structuresand systemsto manageand accountor complexunded projectsand to rapidlydisseminateinormation
and promotecreativity andinnovation
Contractualrelationships,agreements, anaccountabilitiewhere undedprojects anddelivering onresults are themain drivers o
the partnership
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coMMon orMs o KnowleDge PArtnershIPs
newokPaeshp
iomalPaeshp
Paeshp whsome Fomal
Elemes
isoalPaeshp
ie-Oazaoa
PaeshpTypical Benets Connections and
relationships
Access toknowledge,experience,resources, andconnections
Space inwhich to shareinormation,develop goodpractices, andmobilize as apartnership orchange
Collectiveidentity,combinedwith internaland externallegitimacy
Capability tosynthesize
learning, to doresearch, tomove thingsorward betweenmeetings, tomobilize thepartnershipor joint actionand to managerelationships
Capacity to scaleup and to takeon complex,internally andexternally undedprojects, as apartnership withgreater impact
Capacity toaddress compllocal, national,regional, globainstitutional orpolicy issuesor integratedservice deliveryrequiring
collaborationamong dierenstakeholdergroups
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coMMon orMs o KnowleDge PArtnershIPs
newokPaeshp
iomalPaeshp
Paeshp whsome Fomal
Elemes
isoalPaeshp
ie-Oazaoa
PaeshpTypical Limitsand Challenges
Benetsaccrue mostlyto individualmembers, withlimited impacton the partnerorganizations
Limited internaland externallegitimacy
Risk o dissentionaround thepurpose or goal
Due to limitson availableresources andthe challengeso organizationalcomplexity, thereare risks thatthe secretariatcan begin to
substitute or thepartnership ordoes not havethe capacityto meet theexpectations othe partnershipsmembers
The secretariatcan becomedriven byundingimperatives andcontracts
Competitionor access to
resources canarise in thepartnershipand lead toloss o trustand reducedwillingness toshare inormation
Formalizing canreduce the fow
o inormationand limitcreativity andinnovation
Fostering andpreservingtrust, jointownership,and collaborati
Possiblecompetition orconfict over w
holds powerand accessesresources canlead todisengagemeno actors, or loso capabilitiesand legitimacy
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coMPlexIty In KnowleDge PArtnershIPs
Aligns individuals ororganizations to develop
a collective valueproposition and common
identity
Individuals come to sharea set o ideas, language,
and standards
Connects individualsor organizations to
allow easy fow o andaccess to knowledge,experience, resources,
and connections
Fosters joint decisionmaking and actionor agreed upon,
specialized outcomesby aligned individuals o
organizations
Mobilization Advocacy Learning and sharing Delivering knowledge
products and services etc.
O Oac Initiation and start-up Status quo or growth Renewal or decline Long-term sustainability
COnnECtivity
Inormation
LEvEL OF COMPLExity inCrEASES
PrODuCtiOn
Initiative
ALignMEnt
Identity
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DesIgnIng A KnowleDge PArtnershIP
1. What kd o partnership do you wish to build?
2. What is the ale poposo that will attract participants?
3. What is the (initial) membeshp?
4. How will the partnership be oeed?
5. What will the partnerships sce be?
6. What are the partnerships opea pcples?
7. Who will bld the partnership?
Partnerships are self-regulating systems:i they have no value proposition
individuals or organizations will exit them.
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DesIgnIng A KnowleDge PArtnershIP
How Complcaed s he Collaboae task?
The task is not likely to be accomplished using only the skills in the organization. The task must be addressed by a new arrangement designed specically
or the purpose or goal. The task requires collective inputs from specialized individuals. The task requires collective inputs from more than 10 individuals. The members of the collaborative arrangement are in more than two
geographical locations. The success of the task depends on understanding the preferences or needs
o individuals outside the organization. The task must be accomplished under time pressure. The outcome of the task will be inuenced by uncertain, emerging events.
I more than two o the above statements hold,
the collaborative task requires special arrangements.
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DesIgnIng A KnowleDge PArtnershIP
1. Wha Kd o Paeshp? Choose carefully and wisely. Are you wiling to be partners and is your partner?
Is this an important and valuable partner? Partnerships should be designed to serve the partnerships function. Take time to clarify what the purpose or goal of the partnership is. Differentiate between the partnership design and partnership launch phases.
2. Wha s he Paeshps vale Poposo? Sharing knowledge Building trust Sharing experience Building reciprocity Sharing resources Building diversity Sharing connections Building complementarity
3. Wha s he Paeshps Membeshp? Partnerships can be open or closed. Membership should be aligned to the purpose or goal and required capacities. There can be different categories of members, e.g., core group, inner circle,
outer circle.
SOME CritEriA FOr MEMBErSHiP
Shared commitment to the partnerships purpose or goal Expertise or competence in key content areas Connections that matter Capacity to collaborate Being a good partnership citizen
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DesIgnIng A KnowleDge PArtnershIP
4. How Wll he Paeshp be goeed?
5. Wha Wll he Paeshps Sce Be?
Who decdes? Core group All members Other arrangements
How ae decsoseached?
By consensus By democratic vote By action (emergence) By outsiders
Wha s decded? Purpose or goal Values and beliefs Membership criteria Member responsibilitie Plans and strategies Outputs Distribution of resource
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DesIgnIng A KnowleDge PArtnershIP
6. Wha Ae he Paeshps Opea Pcples? Make the partnership do the work and minimize delegation opportunities. Let connections ow to value. Let variation create (unplanned) opportunities. Keep plans and strategies exible. Encourage strategic learning from emergent strengths, weaknesses, opportunities,
and threats.
7. Who Wll Bld he Paeshp?
Sample roles o Paeshp Bldes
Ognz esbshs h pnshps pupos o go nd s u poposon,nks h fs nods, nd cs n soucs.
Fund Pods n soucs.
W incss nks mong nods nd conncs o nw nods.
Coodno Hps sbsh h pnshps shd u poposon,ngos con pns o poducon, nd coodns poducon.
Coch adss ognzs, unds, ws, nd coodnos.
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DesIgn checKlIst
Ppose o goalWhat is the value proposition?What will the partnership produce?What values and principles will guide it?
MembeshpWho will the members be?What are the membership criteria?Will there be different classes of members?What will be the obligations and benets ofmembers?
goeaceWhat decisions will need to be made?Who will make decisions?How will decisions be made?
SceWhat will the structure look like?What will the development path look like?
MeasesWhat is success? What are its specics?How will the partners know when successis achieved?How will success be rewarded?
FomaoWho will build the partnership?Will an outside facilitator be used to facilitatealignment and production plans?Who will operate the partnership?
PodcoWhat hypotheses will you test?How will you design joint undertakings?How will you evaluate results?What will give you condence to scale them up?
CommcaosAre open communications and inormationa visible indicator o the level o trust?Is the power o technology harnessed in support?
resocesWhat resources will fuel the partnership?What contributions will members make?What are all the possible sources of funding?Who will manage the cash?
EalaoWhat factors do you want to assess?Who will do the evaluation?How will you design evaluation at the ront end?
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grounD rules In settIng uP KnowleDge PArtnershIPs
Describe clearly the ppose o oal.
Clarify the oles ad esposbles o each party.
Develop mechasms o esole poeal cocs o interests
or partner disputes.
Generate meas o shae omao with other stakeholders.
Agree on pcples o coslao:
Engaging diverse stakeholders
Instituting reliable operating structure and process management
Practicing transparency Using eective communication channels
Fostering focus on interests, not positions or personalities
Allowing or independent verication
Being responsible to all concerned
Making use of existing networks
Incorporating capacity building Allowing or process adjustments
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MAnAgIng KnowleDge PArtnershIPs
PArtnershIP MAnAgeMent tAsKs Weaving connections within the partnership and between the
partnership and associated players. Facilitating alignment that leads to production agreements. Coordinating the actual work of production and partnership
development. Operating the partnership and handling management issues. Monitoring and evaluating partnership development and performance.
Planning must, eventually, degenerate into work.
MAnAgeMent Issues thAtrequIre AttentIon Balancing between the needs of the
parts and those o the whole. Balancing autonomy with collective
control, and stability with change. Ensuring effective communications.
Policing the partnership
AssIgnIng resPonsIBIlItIes Work plans lie at the core of a
partnerships value proposition. In the voluntary, collaborative structure
o a partnership, responsibilities stillneed to be made very clear.
It helps to have an outsider negotiate
and structure the partnershipsrelationships.
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success crIterIA or KnowleDge PArtnershIPs
InorMAl leADershIP
Coordinators are active and committed, give space to others,
act as leaders o the cause the partnerships stands or, make connections,
acilitate relationships, and make good use o resources.
The partnership relies on a core group of coordinators with
complementary skills and usually includes a governing committee,
secretariat, and working groups.
AlIgnMent AnD IDentIty The partnership connects individuals across functions, locations,
and organizations and creates a third space or learning, creativity,
innovation, and development o joint practice.
In the partnership, legitimacy is earned, not declared.
The partnership fosters the emergence of collective identity
among members.
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success crIterIA or KnowleDge PArtnershIPs
technIcAl exPertIse AnD resources
Cooperation increases when the roles of individuals members
are sharply dened.
The partnership is able to tap the technical expertise and professionalism
o members and connect them to the higher purpose or goal
that motivates them.
The partnership offers possibilities for individuals to use their knowledge
outside o their organizations to create new knowledge and spark energy
or change that, potentially, can be used by others. The partnership is looked to and recognized by key stakeholders
(e.g., policy makers) as a place to visit or consult or deep expertise.
Resources come in various forms: in-kind; grants; member funding; etc.
Sweat equity is the key to most successul partnerships.
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success crIterIA or KnowleDge PArtnershIPs
coorDInAtIon
Coordinators are both task- and relationship-oriented.
Coordinators focus rst on serving partnership members.
They earn and maintain the commitment of members by ensuring
that the partnership responds to explicit (not constructed) needs.
Coordinators create a gift culture by coaching and mentoring.
They encourage activity and interaction among members
o the partnership and build networks to oster a sense o community.
Coordinators provide technical advice and scan the environmentor opportunities to advance the partnerships purpose or goal
and benet its members.
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success crIterIA or KnowleDge PArtnershIPs
coMMunIcAtIon systeMs
The partnership has signicant capability to use information
and communications technology to facilitate rapid and broad-based
interaction among members.
The partnership strengthens and supplements online communications
with face-to-face interactions.
ADAPtIve cAPAcIty
Coordinators have strong analytical and adaptive capabilitiesand eectively anticipate and respond to changing circumstances.
The partnership invests in information and communications technology,
relies on inormation exchanges to gather intelligence rom a range
o sources, and establishes spaces or processing and sharing data,
inormation, and knowledge.
The partnership reinvents its working forms as needed.
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MAKIng KnowleDge PArtnershIPs worK Better
Fom toDfnng h gh busnss
ngmnsDopng h ghwokng onshp
Cng nds mcs Cng mns mcs
emnng dncs embcng dncs
esbshng ommngmn sysms
nd sucus
enbng cobobho
Mngng h xnonshp wh pns
Mngng ons nnskhods
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evAluAtIng KnowleDge PArtnershIPs
the DAC Pcples o Ealaoo Deelopme AsssaceThe OECD-Development Assistance Committeesets ve criteria or evaluating development programsand projects:1. Relevance2. Eciency3. Eectiveness4. Sustainability5. Impact
The OECD-DAC criteria
should be consideredwhen evaluatingknowledge partnerships
but also during theirdesign and or monitoring
purposes.
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evAluAtIng KnowleDge PArtnershIPs
rELEvAnCE
Relates to whether or not the purpose or goal o the partnership is suited
to the priorities and policies o the partners and those that the partners
wish to infuence, and is aligned with broader development priorities.
1. Does the partnership have a clear, shared purpose or goal
that meets dened needs?
2. Will the partnership help each organization to achieve more
than it could on its own?3. Will the partnership help each partner to dene its own areas
o infuence more clearly?
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evAluAtIng KnowleDge PArtnershIPs
EFFiCiEnCy
Measures the qualitative and quantitative outputs in relation to the inputs.
Attention should be given to alternative approaches to achieve the same
outputs, and the extent to which the partnerships made optimal use o all
available resources.
1. Have you explored dierent delivery options, including whether
a partnership is the best approach?
2. Are the necessary resources available, properly allocated,and well-matched for planned activities?
3. Is there scope or adjustment o processes, activities, and resources
during the liespan o the partnership?
4. Is there clarity on management o the assets (unds, intellectual property,
and brand) o the partnership?
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evAluAtIng KnowleDge PArtnershIPs
EFFECtivEnESS
Reers to the extent to which the knowledge partnerships attains
its purpose or goal.
1. Does the partnership have a clear outcome identied?
2. Are there processes, inrastructure, and resources with sucient fexibility
in place or
Quality exchange of knowledge and experience?
Regular communication and meetings? Communicating beyond the partnership?
3. Have you mutually agreed upon a ramework or monitoring work
over time?
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evAluAtIng KnowleDge PArtnershIPs
SuStAinABiLity
Gauges the likelihood that the achievements of the partnership
and the partnership itsel can be sustained, that last concern restingon our dimensions:
Relevance whether the purpose or goal of the partnership
is still relevant
Relationships whether the partners are still active
Resources whether resources are still available
Time whether continuation of the partnership is necessary
1. How can the outcome o the partnership work be sustained?
2. Should the partnership itsel be sustained and, i so, how?
3. Do you know what motivates the partners to want to continue
to participate?
4. Are there mechanisms in place to jointly refect, learn, and adapt over
an extended lie span o the partnership?
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evAluAtIng KnowleDge PArtnershIPs
iMPACt
Reers to the positive and negative changes produced by the partnership
activities, directly or indirectly, intended or unintended. The impact shouldbe examined at two levels:
The contribution that the partnership as a whole
makes to the attainment o development priorities; and
The improvement of each partners institutional capacity to have impact.
1. How will you ascertain whether the outcome led to impact?2. How will you ascertain whether people outside o the partnership
are aware o the knowledge generated and use it?
3. How will you ascertain whether the partners capacities increased
as a result o the partnership?
4. Does the partnership have fexibility or the unexpected to emerge?
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quAlItIes checKlIst or eectIve PArtnershIPs
1. The partnership has a solid base ofjo commme and desad.2. There is a clea ad appopael dealed pla or achieving the purpose
or goal o the partnership.
3. Each partner clearly beefs rom the partnerships.
4. Sucient and appropriate esoces ae commed rom all partners
or achieving the purpose or goal o the partnerships.
5. The partnership has an appropriate leel o omal.
6. The partnership has ood leadeshp.
7. The partnership has clea ad eece les o accoabl.
8. Partners commcae a podce ad sppoe wa.
9. There is s in the unction o the partnership.
10. Accurate and appropriate dcaos ae sed o ealae ad mpoe
he sccess ad poess o the partnership.
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urther reADIng
ADB.2008.Building Communities of Practice.Available: http://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdf
ADB.2009.Building Networks of Practice.Available: http://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdf
ADB.2008.Creating and Running Partnerships.Available: http://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdf
ADB.2009.Enhancing Knowledge Management Strategies.
Available: http://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdf
ADB.2009.Learning in Strategic Alliances.Available: http://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdf
ADB.2009.Strengthening Communities of Practice in ADB.Available: http://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdf
ADB.2011.Guidelines for Knowledge Partnerships.Manila.Available: http://beta.adb.org/publications/guidelines-knowledge-partnerships
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http://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://beta.adb.org/publications/guidelines-knowledge-partnershipshttp://beta.adb.org/publications/guidelines-knowledge-partnershipshttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdf8/2/2019 Designing Knowledge Partnerships Better (For Presentation)
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ADBs vision is an Asia and Pacic region ree o poverty. Its mission is to help its developing member countries reduce poverty and impro
the quality of life of their people. Despite the regions many successes, it remains home to two-thirds of the worlds poor: 1.8 billion peoplwho live on less than $2 a day, with 903 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclus
economic growth, environmentally sustainable growth, and regional integration.Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main instruments for helping its developing membercountries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.
For more information, contactKowlede Maaeme Cee
Asian Development Bank
6 ADB Avenue, Mandaluyong City1550 Metro Manila, Philippines
Tel +63 2 632 6710Fax +63 2 632 [email protected]
www.adb.org/knowledge-management/
ABout the AsIAn DeveloPMent BAnK
2012 by asn Dopmn Bnk. a ghs s
Mch 2012
Knowledge Primers serve as quick introductions to knowledge management and learning applications in development work.
In an attractive package, they are suitable for interactive presentations and self-learning for action. They are offered as resourcesto ADB staff. They may also appeal to the development community and people having interest in knowledge and learning.
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mailto:knowledge%40adb.org?subject=More%20information%20pleasehttp://www.adb.org/knowledge-management/http://www.adb.org/knowledge-management/mailto:knowledge%40adb.org?subject=More%20information%20pleaseTop Related