During May 2010 the International Centre for Tropical Agriculture (CIAT) hosted two exciting events related to knowledge management (KM): The Knowledge Share Fair for Latin America and the Caribbean, funded by the Food and Agriculture Organization of the United Nations (FAO), and a regional meeting of the Knowledge Management for Development (KM4Dev) community. Both events benefited from the enormous positive energy of its participants and the broad range of experiences that were shared. The Fair was attended by 200 professionals from more than 70 organizations and 18 countries and showcased more than 40 experiences related to KM in agriculture, development and food security. The affiliated KM4Dev meeting resulted in a strong endorsement of the existing regional network for KM called SIWA (Comunidad Latinoamericana y Caribeña de Saberes Compartidos).; During May 2010 the International Centre for Tropical Agriculture (CIAT) hosted two exciting events related to knowledge management (KM): The Knowledge Share Fair for Latin America and the Caribbean, funded by the Food and Agriculture Organization of the United Nations (FAO), and a regional meeting of the Knowledge Management for Development (KM4Dev) community. Both events benefited from the enormous positive energy of its participants and the broad range of experiences that were shared. The Fair was attended by 200 professionals from more than 70 organizations and 18 countries and showcased more than 40 experiences related to KM in agriculture, development and food security. The affiliated KM4Dev meeting resulted in a strong endorsement of the existing regional network for KM called SIWA (Comunidad Latinoamericana y Caribeña de Saberes Compartidos).
This methodological guide was initially developed and used in Latin America and the Caribbean-LAC (Honduras, Nicaragua, Colombia, Peru, Venezuela, Dominican Republic), and was later improved during adaptation and use in eastern African (Uganda, Tanzania, Kenya, Ethiopia) through a South-South exchange...
This article presents a different dimension of the innovation systems approach, going beyond analysis and shedding light on how these processes can be facilitated in practice. This is based on 20 years' experience with innovations systems. The focus is on...
Discussion of the processes that led Unilever to develop and implement a corporate sustainability strategy working with multiple stakeholders.Major learning points include: 1) interactions with stakeholders are crucial to secure strategic resources in developing countries; 2) developing multi-stakeholder platforms must...
Intersectoral partnerships mirror the changing nature of the relationships among state, business and civil society organizations, and are often considered innovative mechanisms to overcome single actor failure in the context of globalization. This article analyzes the capacity of partnerships to...
The increasing complexity of technology development and adoption is rapidly changing the effectiveness of scientific and technological policies. Complex technologies are developed and disseminated by networks of agents. The impact of these networks depends on the assets they command, their...
