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Considering Knowledge Uptake within a Cycle of Transforming Data, Information, and Knowledge

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  • Sarah Michaels
  • Nancy P. Goucher
  • Dan McCarthy

Abstract

Knowledge uptake, having decision makers assimilate the ideas of experts, is recognized as an important stimulus to bringing about policy change. This is particularly true in the realm of environmental policymaking, which is characterized by knowledge intensity, complexity, and multifaceted concerns. Using examples from an innovative watershed management organization, this article presents a heuristic for understanding how knowledge uptake occurs within a cycle of organizational reasoning. This cycle is driven by activities that transform data, information, and knowledge and that link specialists with decision makers. The heuristic can be used as a diagnostic tool to identify breaks in the transformation process that impede mandate fulfillment and impair capacity building. Lack of appreciation of the dynamic relationship between data, information and knowledge leads to mistimed and ineffective policy interventions that do not result in the hoped for progress in science intended to underpin policy advances.

Suggested Citation

  • Sarah Michaels & Nancy P. Goucher & Dan McCarthy, 2006. "Considering Knowledge Uptake within a Cycle of Transforming Data, Information, and Knowledge," Review of Policy Research, Policy Studies Organization, vol. 23(1), pages 267-279, January.
    • Handle: RePEc:bla:revpol:v:23:y:2006:i:1:p:267-279
    DOI: 10.1111/j.1541-1338.2006.00197.x
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    Cited by:

    1. Ali E. Akgün & Halit Keskin & Sumeyye Y. Kırçovalı, 2019. "Organizational wisdom practices and firm product innovation," Review of Managerial Science, Springer, vol. 13(1), pages 57-91, February.

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