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Strategy and Knowledge Management in Humanitarian Organizations

In: Decision-making in Humanitarian Operations

Author

Listed:
  • Margarita Cruz

    (Ecole hôtelière de Lausanne, HES-SO // University of Applied Sciences Western Switzerland)

  • Achim Schmitt

    (Ecole hôtelière de Lausanne, HES-SO // University of Applied Sciences Western Switzerland)

Abstract

Building on the knowledge-based view of the firm, this chapter provides a social capital approach for knowledge sharing, creation, and retention as a way to attain sustainable competitive advantage for humanitarian organizations. Based on the case of the World Health Organization, we focus on the role of individual internal networks provided by initiatives such as (i) staff-mobility programs across international offices, (ii) eHealth collaborations, and (iii) eLearning Networks for knowledge exploitation and exploration. We argue that these networks are particularly relevant for humanitarian organizations as they face the challenge of managing the knowledge gathered by individuals engaged in operations in various parts of the world. The chapter also discusses implications for humanitarian organizations facing knowledge challenges derived from geographically dispersed operations.

Suggested Citation

  • Margarita Cruz & Achim Schmitt, 2019. "Strategy and Knowledge Management in Humanitarian Organizations," Springer Books, in: Sebastián Villa & Gloria Urrea & Jaime Andrés Castañeda & Erik R. Larsen (ed.), Decision-making in Humanitarian Operations, chapter 3, pages 55-75, Springer.
    • Handle: RePEc:spr:sprchp:978-3-319-91509-8_3
    DOI: 10.1007/978-3-319-91509-8_3
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