Handbook of Research on Knowledge Management
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Handbook of Research on Knowledge Management

Adaptation and Context

Edited by Anders Örtenblad

This innovative Handbook aims to examine whether there is a need to adapt and widen our understanding of knowledge management. A common definition of knowledge management is taken as the starting point for discussions on its relevance in various contexts, such as Buddhist organizations, law firms, the army and indigenous organizations. Moreover, the universality of Ikujiro Nonaka’s ideas on knowledge management is explored, and some alternative definitions are suggested. This book will appeal to academics and students of business and management, business administration, sociology and organizational behavior. Practitioners, managers and business-owners will also find this an invaluable resource.
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Chapter 17: Knowledge management and indigenous organizations with special reference to Tanzania and South Africa

Edda Tandi Lwoga, Christine Stilwell and Patrick Ngulube


Indigenous organizations have been formed over the past decades in response to local people claiming their land, human rights and ethnic identities (Roper 2003). The indigenous communities have been marginalized in terms of socio-economic, cultural and political rights and their use of natural resources due to lack of recognition in the national and regional policies according to the Pastoralists’ Indigenous Non Governmental Organizations (PINGO Forum 2013a) and lack of representation and participation in decision-making bodies at both local and national levels (International Work Group for Indigenous Affairs 2013a). These factors make it very hard for indigenous people to advocate and lobby for the issues that affect them. Indigenous organizations aim to empower the indigenous people so that they can make better-informed decisions affecting their future, play a key role in influencing political and social issues and address the needs of indigenous people by advocating for transformation in the legal and institutional structures of their countries (Uquillas and Gabara 2000). Despite their importance to the grassroots, national and regional levels, these indigenous organizations’ movements are generally weak, and the indigenous organizations are very few on the African continent (International Work Group for Indigenous Affairs 2013c). Indigenous knowledge (IK) and other knowledge systems can improve the management and movement of indigenous organizations in Africa if there are appropriate approaches to managing these knowledge systems.

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