Swiss roots with multi-cultural and multi-linguistic branches: the challenges of sharing and building on knowledge at Intercooperation

Abstract

This paper focuses on the experiences of a Swiss international development organisation, Intercooperation, in promoting knowledge management. It notes that participatory learning is strongly embedded in organisational practice, and has led in the past decade (particularly from 2008 onwards) into more pro-active knowledge management (KM). This is examined through the lens of the ‘multiple knowledge variables’ of gender, seniority, specific belief systems, field–head office interactions, working function, language and organisational culture. A variety of impacts of KM are discussed, taking specific examples from Latin America, Madagascar, Pakistan, India and a specific cross-continent knowledge sharing exercise. Lessons learned overall include that IT systems for promoting organisational KM should be kept simple; KM processes are generally highly appreciated by the organisation's immediate clients (donors), and need to be planned systematically; and that KM can clearly work in support of Intercooperation's ultimate clients, the poor and marginalised. The recent development of a KM policy strengthened recognition of existing KM practices in the organisation, but also heightened awareness of the need to increase South–South knowledge sharing and learning.