Taking knowledge exchange to practice: A scoping review of practical case studies to identify enablers of success in environmental management

Abstract

Abstract A gap exists in the literature on how to implement theories of knowledge exchange (KE) into practice within an environmental management context. To support the improved practice of KE, we conducted a scoping literature review evaluating 56 empirical case studies globally to identify enabling conditions for implementing effective KE. Identified enabling conditions were organized into a core capacities framework, which highlighted essential elements of effective KE from organizational, individual, financial, material, practical, political, and social capacity dimensions. Results show that major enablers to effective KE relate to practitioners' individual and organizational capacity including the ability of practitioners (often boundary spanners) to establish trust with relevant actors through their interpersonal relationships and possessing sufficient background knowledge and skills to facilitate collaborations across disciplines and sectors. We also identified main challenges to engaging in KE (e.g., insufficient long‐ term funding for projects, lack of interpersonal skills for KE practitioners to build relationships and network, and inadequate background knowledge for practitioners to exchange knowledge in an accessible manner), and the outcomes and impacts that can emerge from effective KE work. We find that practitioners often perform quantitative evaluations that provide instantaneous and measurable impacts for the effectiveness of KE, but do not capture the impact of interpersonal relationships and trust that are best achieved through qualitative approaches. Lastly, the synthesis of enablers, challenges, outcomes, and impacts presented in this paper can be a resource for practitioners to identify what enablers may be missing from their KE strategies and in what capacity the KE work can be strengthened.

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