The British Department for International Development and Knowledge-based Aid

Abstract

A number of trends have led development cooperation agencies to embrace the idea of becoming 'knowledge agencies', more efficient and effective users of knowledge both internally and in their work with their recipients/partners. At the same time, agencies have become fascinated with the role that knowledge can play in national development strategies. This paper seeks to highlight some of the unresolved tensions that emerge from this new agency area of interest. In so doing, it will focus on the case of the Department for International Development (DFID), the British development cooperation agency. In common with many other agencies, DFID has been developing its own policy for better internal knowledge management. At the same time, through its research strategy and support to the Global Development Network, DFID is developing its own theory/practice of how it should support partner countries' knowledge generation and dissemination. Through an analysis of key DFID texts, supported by interviews and reflections on participation in virtual and real discussion forums, this paper suggests a number of challenges for DFID's knowledge strategy.

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