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After World War II, international development became the world
leading development model, but its effectiveness is much debated.
Nowadays, it is acknowledged that international development can
effectively support development through knowledge and capacity
development (KCD). Nonetheless, understanding what capacity really
consists of in operational terms and what its development entails
remains a challenge. This book investigates KCD processes in water
utilities in Sub-Saharan Africa. The three cases analysed reveal
that the learning impact of KCD on utilities depends on whether
they are able to close their learning cycle, i.e., to ensure that
improved capacity is also translated into mainstream behaviour.
This finding challenges conventional wisdom for which KCD
translates "automatically" into improved performance. Hence the
need to focus KCD evaluation on both capacity improvement and
capacity application. The proposed learning-based framework for KCD
identifies two distinct but interrelated stages in KCD, namely
knowledge transfer and knowledge absorption. Knowledge absorption
usually takes time due to slow organisational processes that govern
it. However, in practice it is often taken for granted. The
framework also identifies the key factors that shape learning
processes in water utilities. The book argues that water utilities
in Sub-Saharan Africa can reinvent themselves by embracing change
management approaches and striving to become learning
organisations.
After World War II, international development became the world
leading development model, but its effectiveness is much debated.
Nowadays, it is acknowledged that international development can
effectively support development through knowledge and capacity
development (KCD). Nonetheless, understanding what capacity really
consists of in operational terms and what its development entails
remains a challenge. This book investigates KCD processes in water
utilities in Sub-Saharan Africa. The three cases analysed reveal
that the learning impact of KCD on utilities depends on whether
they are able to close their learning cycle, i.e., to ensure that
improved capacity is also translated into mainstream behaviour.
This finding challenges conventional wisdom for which KCD
translates "automatically" into improved performance. Hence the
need to focus KCD evaluation on both capacity improvement and
capacity application. The proposed learning-based framework for KCD
identifies two distinct but interrelated stages in KCD, namely
knowledge transfer and knowledge absorption. Knowledge absorption
usually takes time due to slow organisational processes that govern
it. However, in practice it is often taken for granted. The
framework also identifies the key factors that shape learning
processes in water utilities. The book argues that water utilities
in Sub-Saharan Africa can reinvent themselves by embracing change
management approaches and striving to become learning
organisations.
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