Knowledge sharing to support climate change adaptation in Zimbabwe

Abstract

Purpose Knowledge sharing for evidence-based climate change adaptation is key to reducing vulnerabilities. The disastrous effects of the recent tropical cyclone Idai in Zimbabwe’s eastern highlands, whereby lives and livelihoods were destroyed, calls for fundamental rethinking on how knowledge sharing can be useful in reducing vulnerabilities. This study aims to examine how knowledge sharing practices among selected climate action organisations can support positive results in evidence-based climate change adaptation in Zimbabwe and recommends a strategy to enhance knowledge sharing for evidence-based climate change adaptation. Design/methodology/approach The researcher opted for a qualitative research methodology, and interviews were conducted with research participants to get in-depth information. The target population for the research is drawn from three climate change organisations in Zimbabwe. These participants were chosen because of their direct involvement in climate change adaptation and mitigation. Purposive sampling was used because it was considered an easy and informal method to reach the target population. The responses were coded and readied for analysis. Categories for analysis were also determined and described. The next section focuses on the presentation and interpretation of the responses. Findings The study found out that even though there is evidence of knowledge sharing in the selected organisations, there was a need for a strategy that integrates the efforts of all climate action organisation to realise successful climate change adaptation. Successful climate change adaptation requires an integrative force in the form of a strategy that supports knowledge sharing. The strategy breaks the silo mode of operation by bringing together all stakeholders through knowledge sharing. Research limitations/implications The research study was unique to the Zimbabwean climate change and adaptation context and only a purposive sampling of participants representing three climate change action was feasible. Social implications The proposed model will enhance knowledge sharing among climate change and adaptation organisations in Zimbabwe. It will transform knowledge management practices among climate change organisations in Zimbabwe. Originality/value The study recommends a knowledge sharing strategy that can be useful in supporting climate change adaptation. The model will support decision-making by providing access to shareable information on climate change. The proposed knowledge sharing strategy integrates the efforts of all stakeholders, including communities, government and academia, among many. The study proposes an original model for climate change adaptation for Zimbabwe.

Re-Strategising Government Palliative Support Systems in Tackling the Challenges of COVID-19 Lockdown in Lagos State, Nigeria

“…The emphasis, therefore, is that as great as stakeholder involvement seems in an intervention, their possession of the right knowledge can result in the right decision and compliance with the rules of engagement through the circulation of the right knowledge and the right time among stakeholders (Chisita & Fombad, 2020 ). Available records from tertiary sources revealed that some residents only attend the hospital when the virus is already at an advanced stage with severe symptoms.…”

A Systematic Literature Review of Agriculture Knowledge Management in KM and non-KM Journals

“…The predominant focus of the AKM articles in KM journals was similar to typical KM areas of interest, considering how to leverage knowledge for business growth, competitive advantage, and organisational improvement, although the former articles considered agricultural organisations and agri-business enterprises. 10 out of the 12 mainstream KM studies were conducted in structured organisational settings(Chisita & Fombad 2020;Gardeazabal et al, 2021;Ahmed & Newton, 2005), across inter-organisational settings(Fait et al 2019; Garcia- Villaverde et al 2008; O'Connor & Kelly 2007) or in institutional settings that bear resemblances with organisations such as a cooperative(Galindo 2007), a network (De Bernardi et al 2021) and a project(Feng et al 2009). The operational context in such structured organisational settings allowed managers/leaders to identify areas where knowledge processes can be leveraged and identify tools and techniques that coujld be used to reinforce the application of knowledge, whether consciously or unconsciously.…”