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

Bibliographic Data

ID4828488
AuthorsSarah Michael (0000-0002-4799-2583), Sarah Michaels (0000-0003-0281-5003, University of Waterloo), Nancy P Goucher, Nancy Goucher (University of Waterloo), Dan Mccarthy (University of Waterloo)
Year2006
Volume23
Issue1
Pages267-279
Publication date2006-01-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueReview of Policy Research (JOURNAL)
Journal identifiersISSN: 1541-132X • E-ISSN: 1541-1338
PublisherWiley (PUBLISHER • GB)
DOI10.1111/j.1541-1338.2006.00197.x
OpenAlexW2023569675
LanguageEN
Citations received4
References cited20

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

Business · Heuristic · Knowledge management · Mandate · Political science · Realm · Complex Systems and Decision Making · Computer Science · Sustainability and Climate Change Governance · Artificial Intelligence

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