Resilience through knowledge
Insights into knowledge sharing in Palestinian NGOs
Bibliographic Data
| ID | 5588751 |
|---|---|
| Authors | Rashed Al Jayousi (0000-0002-4991-7667, Tohoku University, corresponding author), Yuko Nishide (0000-0001-8872-9565, Tohoku University) |
| Year | 2025 |
| Volume | 36 |
| Issue | 4 |
| Pages | 1-16 |
| Publication date | 2025-10-09 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Development in Practice (JOURNAL) |
| Journal identifiers | ISSN: 0961-4524 • E-ISSN: 1364-9213 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/09614524.2025.2565610 |
| OpenAlex | W4414998635 |
| Language | EN |
| References cited | 52 |
This study explores the challenges of knowledge sharing practices in NGOs, particularly in conflict driven resilience contexts. While traditional knowledge management strategies emphasise structured systems, this research investigates the organic, crisis driven knowledge sharing observed within Palestinian NGOs. The study asks how NGOs create, mobilise, and share knowledge in routine work and crises; how does resilience through Sumud shape knowledge sharing and affect organisational adaptability. Drawing on ten indepth interviews across three NGOs and materials, we identify “knowledge resilience” and “knowledge ownership” as key mechanisms. Findings show that sharing is largely organic and crisis driven, hampered by donor templates, security risks, weak retention, and top down flows. Informal, trust based exchange sustains services and advocacy, yet lacks institutionalisation, effective ownership, and bidirectional internal circulation. We argue for context led, minimally structured systems that codify locally produced knowledge while preserving tacit, community embedded know how strengthening adaptability, and credibility in volatile environments
Civil society · Knowledge sharing · South asia · Traditional knowledge · Knowledge Management and Sharing · Organizational and Employee Performance · Socioeconomic Development in MENA
The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations.
Knowledge sharing
Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization
The Incident Command System
Coordinating Expertise Among Emergent Groups Responding to Disasters
Knowing in Practice
Transferring, Translating, and Transforming
Organizational Learning and Communities-of-Practice
A Dynamic Theory of Organizational Knowledge Creation
Target Article
Fostering cultural resilience
Understanding the implementations and limitations in knowledge management and knowledge sharing using a systematic literature review
Palestinian Civil Society
Thematic Analysis
Palestinian NGOs’ Changed Work Dynamics
Knowledge Sharing for Sustainable Development
Beyond the “NGOization” of Civil Society
The Role of Nonprofit–Private Collaboration for Nonprofits’ Organizational Resilience
Governing Through Patronage
Digital Occupation
The social ecology of resilience
Which knowledge? Whose reality? An overview of knowledge used in the development sector
The professional humanitarian and the downsides of professionalisation
Problematising resilience
Three Approaches to Qualitative Content Analysis
Social ecology of resilience and Sumud of Palestinians
Who's learning from whom? Grassroots International NGOs learning from communities in development projects
Scrutinizing a Fieldwork Experience
Pursuing Both Breadth and Depth in Qualitative Research
The Knowledge Economy
A Talent for Life
| Citation velocity | historical |
|---|---|
| Highly cited | No |