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Developments within knowledge management and their relevance for the evidence-based movement

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Recent developments in knowledge management theories and practice yield a number of useful lessons for the evidence-based policy and practice movement more widely. Crucially, they draw attention to the need to appreciate individual- and organisational-level factors, and how these interact, in order to create more effective approaches towards the identification, generation and interpretation of evidence. Using the example of the Disability Rights Commission (DRC) in Britain, this article explores fledgling attempts at understanding and managing a range of codified and non-codified knowledge in mediating approaches towards evidence. It additionally demonstrates the need to appreciate the impact of organisational power relations in conditioning individual-level practice in evidence identification and use.
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Keywords: CODIFIED AND NON-CODIFIED KNOWLEDGE; KNOWLEDGE MANAGEMENT; ORGANISATIONAL POWER RELATIONS

Document Type: Research Article

Publication date: 2008-08-01

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UA-1313315-21
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