Volume 9, number 3, December 2013 - Special Issue: Facilitating multi-stakeholder processes: balancing internal dynamics and institutional politics - KM4Dev Wiki Knowledge Management for Development Journal - Call for PapersVolume 9, Issue No. 3, December 2013 Facilitating multi-stakeholder processes: balancing internal dynamics and institutional politics The Knowledge Management for Development Journal (KM4D Journal) is a peer-reviewed, community-based journal on knowledge management for development – for and by development practitioners, researchers and policymakers. The journal is closely related to the KM4Dev community of practice [www.km4dev.org] and is available at: Volume 9, Issue 3, to be published in December 2013, will focus on facilitating multi-stakeholder processes within knowledge management for development (KM4D). The Guest Editorial team for this issue comprises Ewen Le Borgne, Karen Buchanan, Herman Brouwer, Jan Brouwers, Laurens Klerkx and Miriam Schaap Rationale This issue In this special issue we wish to advance our thinking about multi-stakeholder processes. Notes (1) See [2] Papers
Pomegranate Digital Agency and Creative Talent Network, Seeding Ideas ® In response to the rapid change in the digital and creative world, Pomegranate has shifted the paradigm from the traditional agency structure to a new virtual network or “digital cloud” agency structure. Our innovative model enables teams to support the ever-changing needs of enterprise companies regardless of time and place and without fixed overhead. As an international cloud of talent, our value to our clients is virtually limitless. "The effect of a true network is that for each member that is added to the network, the more valuable the network becomes to its members." Powerful - Our teams form organically into “Pods” by industry, region and skill sets. Unique - We offer our network members vested interest in opportunities and the agency which creates a powerful center for collaboration and creativity. Could not load updates.
Agency of the Future Guide: Telework More Than a Trend – A Workplace Transformation Do you remember The Jetsons? The show centers on a family living in the futuristic world of 2062. The world featured flying cars, robotic maids and machines that could do the impossible, cooking dinner in an instant, pressing the laundry and walking the dog with the push of a button. However, even in this futuristic world, George still got dressed every morning and left his house of gadgetry to trudge to the office. According to the 2012 Status of Telework in the Federal Government report, roughly 35% of the federal workforce is eligible to telework, but only 11% take advantage. However, that cultural bias against telework is shifting as technology makes it easier to stay connected to colleagues and work-related information. In this report, GovLoop outlines the future of telework in government: Download the PDF Below are some additional resources that were used as part of the research for this report:
Hållbar shopping chockar konsumtionen USA:s första dam, Michelle Obama, har anlagt en ekologisk köksträdgård på Vita husets ”South Lawn”, Miljöpartiets gruppledare Åsa Jernberg har kommit med det omdebatterade förslaget att införa en köttfri dag per vecka i Stockholms skolor. Och på Rosenhills musteri utanför Stockholm lockat bakluckeloppisar allt fler deltagare för varje gång de ordnas. Spännvidden må vara stor, men gemensamt för alla de här initiativen stavas hållbar konsumtion. Hållbar konsumtion är en tydlig trend och samtidigt en motreaktion på den konsumtionskultur som kritiserats hårt under senare år, men som fortfarande dominerar i många delar av världen. En tredjedel av all mat som produceras i världen, 1,3 miljarder ton, kasseras. Den här överkonsumtionen och överutnyttjandet av jordens resurser anses ligga bakom många av de miljöproblem vi står inför i dag – växande soptippar, förgiftade vatten, utdöende arter och stigande temperatur. Den 31 oktober 2011 deklarerade FN att jorden fått sju miljarder invånare.
The Eight Pillars of Innovation The greatest innovations are the ones we take for granted, like light bulbs, refrigeration and penicillin. But in a world where the miraculous very quickly becomes common-place, how can a company, especially one as big as Google, maintain a spirit of innovation year after year? Nurturing a culture that allows for innovation is the key. As we’ve grown to over 26,000 employees in more than 60 offices, we’ve worked hard to maintain the unique spirit that characterized Google way back when I joined as employee #16. At that time I was Head of Marketing (a group of one), and over the past decade I’ve been lucky enough to work on a wide range of products. What’s different is that, even as we dream up what’s next, we face the classic innovator’s dilemma: should we invest in brand new products, or should we improve existing ones? Have a mission that matters Work can be more than a job when it stands for something you care about. Think big but start small The best part of working on the web?
Co-creation Co-creation is a form of marketing strategy or business strategy that emphasizes the generation and ongoing realization of mutual firm-customer value. It views markets as forums for firms and active customers to share, combine and renew each other's resources and capabilities to create value through new forms of interaction, service and learning mechanisms. It differs from the traditional active firm – passive consumer market construct of the past. Co-created value arises in the form of personalised, unique experiences for the customer (value-in-use) and ongoing revenue, learning and enhanced market performance drivers for the firm (loyalty, relationships, customer word of mouth). Scholars C.K. From co-production to co-creation[edit] In their review of the literature on "customer participation in production", Neeli Bendapudi and Robert P. In the late 1970s and early 1980s, scholars were mostly concerned with productivity gains through passing on tasks from the firm to the consumer.
Ratchet effect Ratchet effect in sociology: "Ratchet effects refer to the tendency for central controllers to base next year's targets on last year's performance, meaning that managers who expect still to be in place in the next target period have a perverse incentive not to exceed targets even if they could easily do". (Bevan and Hood 2006, p.521) Examples[edit] Famine cycle Garrett Hardin, a biologist and environmentalist, used the phrase to describe how food aid keeps people alive who would otherwise die in a famine. Governance Production strategy The ratchet effect can denote an economic strategy arising in an environment where incentive depends on both current and past production, such as in a competitive industry employing piece rates. Game theory The ratchet effect is central to the mathematical Parrondo's paradox. Cultural anthropology Application in economics[edit] Consumer products[edit] The ratchet effect can be seen in long-term trends in the production of many consumer goods. See also[edit]
Why Starbucks and Dell get the wrong ideas | The Co-Creation Effect The classic view of innovation is one where a large number of ideas get generated, put in a funnel, and prioritized against some criteria, leading to the eventual implementation of a few ideas in a “kill early and kill often” logic. When trying to engage customers in a co-creation dialogue, many companies simply open this innovation pipeline to customers and ask them to contribute such ideas. This is for example what Starbucks does in its highly touted MyStarbucksIdea.com website, or Dell on its equally acclaimed IdeaStorm.com site. This approach has generated a passionate mobilization of some customers, which is laudable. A more useful starting point for customers would be to imagine with employees new interaction processes through which they would engage with Starbucks or Dell. The co-creation approach is closer to the management of quality – where the process is the unit of analysis – than to the management of an R&D pipeline – where ideas are the basic building blocks.