Adaptation and Context
Edited by Anders Örtenblad
Chapter 17: Knowledge management and indigenous organizations with special reference to Tanzania and South Africa
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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