Entries in a KM4D system should be demand-driven rather than supply-driven because supply-driven approaches often lead to the creation and dissemination of knowledge that may not be immediately useful to users. This can result in wasted resources and efforts. In contrast, a demand-driven approach focuses resources on addressing specific needs, maximizing the efficiency and effectiveness of the KM system.

The optimal approach for entries in a Knowledge Management for Development (KM4D) system is a balanced combination of both demand-driven and supply-driven strategies.

A demand-driven approach focuses on the specific knowledge needs and priorities of the users or beneficiaries. It involves understanding their information needs, context, and challenges, and providing relevant, timely, and actionable knowledge that addresses these needs. A demand-driven approach ensures that the KM4D system is user-focused, responsive, and effective in supporting decision-making, learning, and problem-solving.

On the other hand, a supply-driven approach focuses on the creation, capture, and sharing of knowledge based on the available expertise, resources, and experiences. It involves identifying valuable knowledge within the organization or network, documenting this knowledge, and making it accessible to users. A supply-driven approach ensures that the KM4D system is resourceful, innovative, and proactive in providing a wide range of knowledge.

While both approaches have their merits, a balanced combination can maximize the effectiveness of a KM4D system: (a) a demand-driven approach ensures that the KM4D system is responsive to the needs of the users and provides relevant and useful knowledge. It promotes user engagement, satisfaction, and the practical application of knowledge; (b) a supply-driven approach ensures that the KM4D system leverages the available expertise and experiences and promotes knowledge sharing and innovation. It helps to build a rich and diverse knowledge base that can cater to various needs and stimulate new ideas and learning.

Therefore, entries in a KM4D system should be guided by both the knowledge needs and demands of the users (demand-driven) and the available expertise and resources (supply-driven). This balanced approach can ensure that the KM4D system is both responsive and resourceful, providing valuable knowledge that supports development goals.

According to Flor (2018), the content of KM4D systems are supply driven because affirmative action is taken to supply knowledge and information needs of stakeholders. To understand this further, let’s take a close examination of the underlying principles of KM4D, its objectives, and the environment it is designed to serve.

KM4D initiatives often aim to support development goals and actively identify areas where knowledge is lacking but is critically needed to drive development. The initiative then supplies this knowledge to fill gaps and foster growth and empowerment. KM4D focuses on building the capacity of individuals and communities by supplying them with necessary knowledge and skills even before they recognize the need for it. KM4D is about equipping stakeholders with the tools to address current and future challenges which highlights the supply-driven nature of KM4D.

In KM4D, the scope of sharing and reusing knowledge goes beyond a single organization, encompassing stakeholders across all sectors highlighting the thrust on knowledge sharing for KM4D to be external (Flor, 2018). It does not wait for stakeholders to articulate their needs, rather these needs are anticipated based on development objectives and deliver knowledge to stakeholders, often in a preemptive manner. However, it also requires careful consideration of local contexts and needs to ensure that the knowledge supplied is relevant, useful, and effectively empower stakeholders.

References:

Flor, A. G. (2018). Knowledge management for development (KM4D). In Encyclopedia of Information Science and Technology, Fourth Edition (pp. 5077-5084). IGI Global.

Basing the answer to this question off my own experience in agriculture journalism that has accidentally segued into giving lectures on knowledge dissemination by way of journalism, I believe that it should ideally be supply driven, given certain factors such as an organization's overall aim as well as the funds they have for such an undertaking.

Some parts of KM4D deal with preserving cultural heritage, and that should always be supply driven, as these tend to be underappreciated until they are either endangered or lost altogether. Other topics, such as an organization’s best practices, should be documented for future use, either to pass on to succeeding generations, to be shared with other communities, or as anthropological evidence bound to a certain time.

In development work, there are so many sources of information and knowledge to draw from that stem from the margins, and such information doesn’t always find an audience outside of the group being documented. This doesn’t mean that it doesn’t have any value outside that group, but rather that it may not have yet found an outside audience. And even if it never does, it doesn’t mean it doesn’t have value.

While the amount of knowledge documented and managed in KM4D is limited by factors that include accessibility and funding, it is important that knowledge be documented and stored for future generations. More than disseminating information, they are markers of humans being human.

Sources:

Flor, A. G. (2018). Knowledge management for development (KM4D). In Encyclopedia of Information Science and Technology, Fourth Edition (pp. 5077-5084). IGI Global.

Principles for Knowledge Management for Development – lessons from innovation. (2015, November 9). KM On a Dollar a Day. https://kmonadollaraday.wordpress.com/2015/11/09/principles-for-knowledge-management-for-development-lessons-from-innovation/

Searca, & Felix, N. P. (2022, October 21). Young agrinnovators join SEARCA’s Training on Digital Storytelling - SEARCA. https://www.searca.org/news/young-agrinnovators-join-searca-training-digital-storytelling

Tan, Y. (Sep 22, 2023) Get ready for your close up: How to prepare for a media interview. Avant Gardener, Manila Bulletin Opinion. https://mb.com.ph/2023/9/21/get-ready-for-your-close-up-how-to-prepare-for-a-media-interview

Striking the perfect balance between demand-driven and supply-driven entries is important in Knowledge Management for Development (KM4D). The former is essential to ensuring that the system responds directly to the urgent needs of its users – making the content user-centric and perfectly relevant (Ferguson, J. E., Huysman, M., & Soekijad, M., 2010). On the other hand, the latter, supply-driven strategies, is aimed at discovering new areas for development and innovation by allowing experts to proactively share knowledge (Nonaka & Takeuchi, 1995).

Another favourable approach for the KM4D system may incorporate a hybrid approach. This can be achieved by catering to an urgent need of the community (demand-driven) with a wide horizon of knowledge (supply-driven) as a catalyst to developing favourable outcomes (Polanyi, 1966; Davenport & Prusak, 1998). Such a balanced model ensures that KM4D systems remain relevant and user-focused while also encouraging exploration, learning, and the preemptive addressing of development challenges.

References

Davenport, T. H., & Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Boston, MA: Harvard Business School Press.

Ferguson, J. E., Huysman, M., & Soekijad, M. (2010). Knowledge Management in Practice: Pitfalls and Potentials for Development. World Development, 38(12), 1797-1810. https://doi.org/10.1016/j.worlddev.2010.05.004

Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Polanyi, M. (1966). The Tacit Dimension. Chicago: University of Chicago Press.

(Flor, 2005) knowledge management or KM is a nascent or newly emerging discipline that considers an organization’s intellectual capital as a manageable and potentially profitable asset. KM traces its roots in several sciences such as information and knowledge economics; information technology; library science, cybernetics, and general systems theory. The goal of KM is the sharing and reuse of knowledge (Liebmann, 1998).

(Flor, 2018) the content of KM4D systems is supply-driven affirmative action is taken to supply the knowledge and information needs of stakeholders. However, let us explore deeper with the goal of KM, on the hybrid approach that KM4D system can be both demand-driven and supply-driven, as it involves understanding and responding to the needs (demand) while also providing resources and solutions (supply) in knowledge management for development.

Demand-Driven Approach: Implement search functionalities that allow users to discover existing knowledge easily. Utilize feedback mechanisms like ratings and comments to assess user needs and refine content priorities.

• Focuses on User Needs: This approach prioritizes capturing and sharing knowledge that users are actively seeking. This can be achieved through surveys, interviews, or analyzing user queries within the system.

• Improves Relevance: By focusing on user needs, the system ensures the knowledge content is directly relevant to the challenges and tasks users face. This can lead to higher engagement and knowledge utilization.

• Reduces Information Overload: The system avoids cluttering itself with information that users might not find valuable.

Supply-Driven Approach: Incentivize experts to contribute knowledge, such as recognition programs or gamification elements. Develop workflows for capturing tacit knowledge through interviews, knowledge elicitation techniques, or case studies.

• Captures Expert Knowledge: This approach encourages experts and experienced practitioners to contribute knowledge and best practices to the system proactively. This ensures valuable tacit knowledge is not lost.

• Preserve Institutional Memory: By capturing knowledge from experienced personnel, the system helps retain valuable information even when staff turnover occurs.

• Facilitates Knowledge Sharing: It provides a platform for experts to share their knowledge with others, fostering collaboration and knowledge transfer within the organization.

Hence, considering the features of the demand-driven and supply-driven approach is most effective in balancing user needs and expertise as it ensures the system caters to user needs while also capturing valuable knowledge from experts that users might not even be aware they need. It promotes continuous learning by combining user-driven requests with proactive knowledge capture from experts, the system facilitates a continuous learning environment where users can discover new knowledge and best practices. Lastly, it adapts to evolving needs which allows the system to adapt to changing user needs and priorities over time.

Therefore, by adopting a hybrid model, KM4D systems can become effective tools for capturing, sharing, and utilizing knowledge for development purposes. This approach ensures the system remains relevant to user needs while also preserving valuable institutional knowledge and fostering a culture of continuous learning.

References:

Flor, A. G. (2018). Knowledge Management for Development (KM4D).

Flor, A. G. (2005). Knowledge Management.

Andes, M. (January 2023). Demand and Supply. Retrieved From: https://typeset.io/papers/demand-and-supply-1t481pqs

Idrees, H. et al., (2023) A Systematic Review of Knowledge Management and New Product Development Projects: Trends, Issues, and Challenges. Retrieved From: https://www.elsevier.es/en-revista-journal-innovation-knowledge-376-pdf-S2444569X2300046X

Shirazi, N.A. et al. (2023) Introduction to Decision-Making and Disaster Management Systems. Retrieved From: https://www.sciencedirect.com/topics/engineering/knowledge-management

Yang, H.L. and Wu, T.C.T. (October 2008). Knowledge Sharing in an Organization. Retrieved From: https://www.sciencedirect.com/science/article/abs/pii/S0040162507002028

I personally believe that KM4D systems should be demand-driven in the sense that data, information, and knowledge stored in a system ought to be rooted on specific needs, interests, and requests of stakeholders involved in development activities. By taking this perspective, a system will be able to address the needs of the community.

A good example of this is cited by Flor (2019) when he showed an attempt to place a KM4D system within Supporting Smallholder Farmers in Asia and Pacific Islands Region by means of Strengthened Agricultural Advisory Services. The basic construct of this system was rooted on Kim's (2014 cited in Flor, 2019) model on the science of delivery which stipulates that a deep understanding of delivery in development work is needed.

Thus, starting with the demand-driven idea that knowledge products and services are not adequate to result in a desired result and the absence of effective delivery of knowledge products to be useful at the local level among farmers in Asia and the Pacific, Flor (2014) utilized Kim's (2014) four dimensions of SOD to address the gap (this can be read extensively in Chapter 10 in the work I cited). This demand-driven approach works best within the paradigms of KM4D.

Work Cited:

Flor, A. G. (2019). KM4D Casebook: Sectoral and Thematic Knowledge Management at the National, Regional, and Global Levels (First ed.). University of the Philippines Open University - Faculty of Information and Communication Studies. ISBN: 978-971-767-249-6 (EPUB).

Knowledge Management systems should be demand-driven to guarantee responsiveness to the requirements and preferences of their users. Unlike supply-driven systems, which are formulated based on organizational assumptions of user needs, demand-driven systems are influenced by direct input from stakeholders and end-users. Through active feedback collection and user engagement in the knowledge creation and sharing processes, demand-driven KM4D systems guarantee the relevance, timeliness, and utility of their content.

A key advantage of a demand-driven approach is its capacity to cultivate user engagement and ownership. When users perceive that their contributions are valued and that the system is attentive to their needs, they are more likely to actively participate in knowledge sharing and collaboration. This sense of ownership plays a vital role in the enduring success and sustainability of KM4D systems, fostering a user community dedicated to the system's prosperity and invested in its results.

In addition, a demand-driven approach improves the efficiency and efficacy of KM4D systems by channeling resources to areas where they can have the greatest impact. By prioritizing the addressing of specific user requirements and priorities, demand-driven systems can achieve superior outcomes and performance. Conversely, supply-driven systems may lead to inefficient resource utilization, focusing on generating and disseminating information that may lack relevance or utility for stakeholders.

In integrating a Knowledge Management for Development (KM4D) system within a non-profit organization, like our religious missionary congregation, it is vital to evaluate whether to adopt a demand-driven or supply-driven approach, examining the strengths and limitations of each to tailor the system to their specific requirements.

A demand-driven KM4D system is centered around the specific needs and queries of the end-users—missionaries in this context. By focusing on the practical challenges faced by missionaries, such as intercultural communication issues in a particular region, this approach ensures that the knowledge curated and shared is highly relevant and directly applicable. This method enhances the effectiveness of the missionaries by providing them with knowledge that is immediately applicable to their work, thereby improving mission outcomes.

On the other hand, a supply-driven model is based on the availability of existing research, expert insights, and theological understanding. This method offers a wide-ranging foundation of knowledge, potentially sparking new ideas and strategies even if they are not directly requested by the end-users. Missionaries could benefit from access to extensive theological resources and insights into social justice, which might influence their mission strategies and approaches, enriching their work spiritually and intellectually.

While each model has its merits, a balanced approach that integrates both demand-driven and supply-driven elements could be most effective for the missionary congregation. This hybrid system could feature a dynamic database where missionaries can request specific information or training on pressing issues they face, such as overcoming language barriers or understanding local religious practices. This ensures the knowledge provided is pertinent and immediately useful.

Additionally, the system could regularly supply missionaries with scholarly articles, pastoral letters, and research findings on broader topics like social justice, environmental stewardship, and theological insights. This not only supports their immediate mission needs but also enriches their overall understanding and approach to their work, fostering a deeper engagement with complex theological and societal issues.

Adopting a KM4D system that synthesizes both demand-driven and supply-driven components offers strategic benefits for our religious missionary congregation. It ensures that the knowledge management system is responsive to the immediate practical needs of the missionaries while also promoting a culture of intellectual exploration and ethical reflection. This dual focus supports our congregation´s commitment to both effective mission work and profound theological inquiry, enabling a holistic approach to evangelization and community development.

In traditional economics and business management discourses, a supply driven approach typically refers to how the production or availability of goods, services or resources is mainly determined by the capacity or ability of suppliers, whereas demand driven approaches are primarily determined by customer demand and market preferences.

In the context of knowledge management for development (KM4D), and based on my readings, I believe a more demand-driven approach to KM4D would be appropriate. A supply-driven entry is usually an allocation-based, top-to-bottom, highly centralized approach that may be based on certain criteria and excludes relevant stakeholders and/or grassroots organizations, whereas a demand-driven entry is a bottom-up approach that is decentralized, people-centric and inclusive of relevant stakeholders/grassroot organizations.

Supply driven entries to KM4D have meant, for example, the government, non-government organizations and funding agencies determining what issues to address and which projects or programs to fund, and thus what kind of trainings may be done and knowledge may be passed on to people. I remember a recent discussion I had with a colleague from the NGO world who had been doing research on gender issues in mining communities in the Cordillera region. In the course of her discussions with the women of the communities, they had pointed out that they do not really think there are gender issues at all (gender inequality, skewed power structures, etc.) since they, as much as the men, can just as easily generate income, which has empowered them to take control and have agency of their lives outside that of their husbands. I feel sometimes that in discussions of gender and gender issues, the discourse of intersectionality (class, etc.) may sometimes be overlooked or downplayed, as the issue of gender has already been pre-determined by donors and NGOs alike. More than gender, for example, these women might be more interested in farm-to-market roads and other infrastructure, access to information and thus, of knowledge that may help them generate more income, that may have nothing to do with gender, and more to do with income inequality, inequity and social injustice in the community.

Another example could be the 4Ps and other such programs that provide money to poor families. While this is a noble endeavor and the government's intentions come from the right place, I believe this has not really empowered poor families, and in fact, has made a few of them dependent on government dole-outs instead. These may be examples of supply-driven entries based on knowledge derived by the government that may not be appropriate for the Philippine context.

A demand-driven approach would have been a more consultative, inclusive approach in which, instead of the government, civil society and funding agencies deciding what programs and projects to implement, it's a bottom-top approach that considers grassroots organizations and communities' needs. Communities are consulted, needs assessed, and they are given control over the knowledge that may be developed and shared. If communities, for example, feel the need and urgency to preserve indigenous knowledge on traditional farming techniques, and this is what is voiced out, this is the demand that the government can address/assist with. In this sense, communities are empowered and they are given agency and allowed to take control over their destiny.

While some have said a combination of both the supply-driven and demand-driven approach would be appropriate in KM4D, I feel a more demand-driven entry for KM4D would be better and would prove more beneficial to communities.

References:

GK Today. (2017, January 31). Demand driven versus supply driven development models. https://www.gktoday.in/demand-driven-versus-supply-driven-development-models/

Kaizen. (n.d.). Strategies for demand-driven

supply chains. https://kaizen.com/insights/supply-chain-demand-driven-strategy/

Van Baalen, P. (2006). Supply-versus demand-driven knowledge dissemination: a focus on `strategic space.https://www.academia.edu/109225558/Supply_versus_demand_driven_knowledge_dissemination_a_focus_on_strategic_space

KM4D Content Equilibrium

Plato once said that “our need will be the real creator” – a wise statement that later on evolved to become an English proverb claiming that necessity is the mother of invention (Lotz, 2020). Aligned with this, Flor (2018) mentioned that the need to systematically leverage an organization’s intellectual assets to achieve corporate goals gave birth to the discipline of Knowledge Management or KM. KM was then applied to a broader scope and utilized for the bigger purpose of social development, thus expanding into Knowledge Management for Development or KM4D.

In entrepreneurial businesses, an entrepreneur usually starts by inventorying his resources – capabilities, physical assets, intangible assets, and financial capital. He conceptualizes and markets a product based on what he is capable of producing and supplying. In doing this, the entrepreneur is applying a thinking process called effectuation. Effectuation is a mindset where a person starts with what he has and tries to achieve something based on his resources on hand. As the entrepreneur expands his business, bigger goals are set and the business tries to find additional resources that would enable the accomplishment of those bigger goals. A different mindset is then employed wherein the thinking process now starts with goal-setting followed by finding the means to achieve those goals. This is called the causal process (Hisrich, et.al., 2020).

Parallel to this, KM4D started as a supply-driven system (Flor, 2018) wherein those who generated knowledge decided to share knowledge that they already have, in order to address certain social development goals. Hence, the effectuation process of thinking was likely unconsciously used by those who generated knowledge during these early stages of KM4D. I believe the utilization of the effectuation process of thinking would explain why KM4D is supply-driven. However, extrapolating about the future of KM4D, I believe that KM4D will also become demand-driven in the near future as many of the people who generate knowledge would then shift to adopt the causal process of thinking to provide the knowledge needed by their targeted stakeholders involved in certain social causes. Nevertheless, there will still remain supply-driven knowledge generators. In the long run, I predict that there will be a balance in KM4D content between being supply-driven and being demand-driven. As knowledge generators and knowledge users interact with each other, the former would generate knowledge not just based on their expertise but also based on what is needed by the KM4D stakeholders. On the other hand, the latter would also become more communicative to express the knowledge that they need. Some of them may also share their experiences as knowledge users and become knowledge generators themselves as well. With all of these occurring simultaneously, the system would inadvertently reach an equilibrium, just like the supply and the demand in the field of economics where the two reach a market equilibrium point when left to interact with each other (Costales, et. al., 2000).

In short, to respond to the question of whether KM4D content SHOULD be supply-driven or demand-driven, I wish to base my answer on the long-run extrapolation I made earlier. I believe KM4D should be both – striking a balance between being supply-driven and demand-driven. It should be supply-driven because KM4D content should be based on the knowledge generators’ expertise. It should also be demand-driven so that relevant content based on the needs of the knowledge users would be prioritized and generated in pursuit of social development goals. If I may be permitted to do so, I will call this proposed balance of KM4D content as the KM4D Content Equilibrium.

References:

Costales, Achilles C. et. al. (2000). Economics: Principles and applications. University of the Philippines Los Banos. JMCPress

Flor, A.G. (2018). Knowledge management for development (KM4D). Encyclopedia of Information Science and Technology, Fourth Edition. IGI Global

Hisrich, R.D. et. al. (2020). Entrepreneurship, 11thEdition. McGraw-Hill

Lotz, N. (2020). Necessity is the mother of invention. Design@Open. Retrieved April 22, 2024 {https://www.open.ac.uk/blogs/design/necessity-is-the-mother-of-invention/#:~:text=In%20the%20Socratic%20dialogue%20'Republic,is%20the%20mother%20of%20invention'.}

In my opinion, it is dependent on the organization developing the KM4D system. There are many other factors to consider before deciding whether the KM4D system should be demand-driven or supply-driven at the start and eventually will be a combination of both or a transition at some point in time.

In a demand-driven approach, the entries should be specific and tailored to the needs and requirements of the users or beneficiaries. In this case, there are already available inputs and resources provided targeted to the required output or problem to be solved. This is the best approach for organizations that have limited resources, budget, and efforts.

On the other hand, in a supply-driven approach, the entries are focused on a more generic or wholistic target. There are no specific requirements provided and initiatives are conceptualized and executed based on assumptions and decisions. This is applicable for organizations that have the tools, resources, and time. They are not targeting specific users or beneficiaries but understand the importance of a KM4D system.

Using a combination of both will only happen if an organization has both the supply and demand capabilities, at the same time. On the other hand, if they start with demand-driven, eventually when there is no demand, they can then apply the supply-driven approach if they have the supply capabilities. And to improve the KM4D system when they started with supply-driven, they can then start targeting specific users or beneficiaries and use the demand-driven approach.

In the context of Knowledge Management for Development (KM4D) systems, the approach such as either demand-driven or supply-driven, can significantly impact their effectiveness. A demand-driven KM4D system prioritizes the needs and requirements of users. It focuses on understanding what knowledge is needed, when it is needed, and by whom. The key features of a demand-driven approach include (i) user-centric which means the system tailors its content and services based on user requests and preferences; (ii) responsive in a way that it adapts to changing needs and emerging challenges; (iii) real-time as it provides timely information and knowledge, and (iv) feedback loop which allows users’ feedback to inform system improvements. Demand-driven systems are akin to a demand-driven supply chain in which real-time demand signals activate the flow of production or knowledge (Molenaar, 2022).

A supply-driven KM4D system emphasizes the availability and distribution of existing knowledge resources. It assumes that users will benefit from what is already produced. This approach’s key features include (i) content-centric which means system focuses on creating and disseminating knowledge without immediate consideration of specific user needs, (ii) standardized since it follows predefined processes and structures, (iii) efficiency as it aims to efficiently produce and deliver knowledge, and (iv) top-down where decisions are often made at higher levels and implemented downward. Supply-driven systems may risk becoming outdated or irrelevant if they do not align with users’ actual needs.

A balance between the two approaches is critical that is, elements of both demand-driven and supply-driven strategies should be incorporated for a successful KM4D system. Leveraging technology to create a dynamic, responsive, and user-centric system is crucial for effective knowledge management in development contexts (Molenaar, 2022; Leachman & Scheibenreif, 2023). Whether entries in a KM4D system should be demand driven or supply driven is a choice dependent upon the specific context, organizational goals, and the intended impact of the KM4D system.

Sources:

Leachman, L. and Scheibenreif, D. (2023, March 17). Using Technology to Create a Better Customer Experience. Retrieved from https://hbr.org/2023/03/using-technology-to-create-a-better-customer-experience

Molenaar, C. (2022). Demand-Driven versus Supply-Driven. Demand-Driven Business Strategy. 1st Edition. Routledge.

The theoretical distinction between KM and KM4D would suggest that for the latter to be sustainable, it should be supply-driven (Flor, 2018). It should encourage knowledge generators to share so others could use it and build from it for development agenda. For me, this is logical from a unilateral perspective where supply does not have a relationship with its demand. With the law that exists between supply and demand, one cannot ignore the consequences of its imbalance.

Rather than just advocating for supply in KM4D, one can also take the initiative to build its demand because this could potentially sustain its rather diminishing supply because of competitive advantage issues in conventional KM. In a research project I am doing right now about how family businesses were restructured following succession plans from the first generation to the next generations, I encountered challenges in getting access to such information because of confidentiality issues. The goal of the paper was just to document some best practices of a family business undergoing business succession, for purposes of knowledge sharing, and the advocacies of KM4D, however, the ideals of KM would prevent it. If demand for support to the ideals of KM4D is made more visible and could make companies more open, then supply could likewise be acquired. This issue is connected to other issues such as the theory-practice gap, where the practitioners and academicians seemed to have a gap in terms of how knowledge should or should not be captured and shared.

When I read the questions posted by Dr. Flor for this online exam, I came up with the answer that a KM4D system may be supply- or demand-driven. Demand-driven means being able to cater to the actual demands of the clients while taking into account a clear alignment between KM goals and organizational goals. Thus, organizational activities, processes, or decisions are dependent on the needs of the stakeholders as well as of the organization. A demand-driven KM4D intends to be responsive to clients’ needs and boost their satisfaction while improving the organization's general efficiency and performance towards the achievement of desired outcomes, which is also a characteristic of conventional KM systems.

The concern of a demand-driven approach mainly lies on how KM will contribute to organizational value creation and what drives the KM initiative is the question, "What do we need to know?”. Meaning, KM is tailored to the end users. To be able to understand what the clients’ needs are, an organization should conduct:

• knowledge needs/gaps analysis
• survey of the knowledge needs of users/stakeholders
• gather feedback from internal and/or external customers

On the other hand, according to Flor (2018), KM4D systems are supply-driven because “affirmative action is taken to supply knowledge and information needs of stakeholders”. A supply-driven KM initiative commonly follows a top-down approach and is external consultant-driven or technology oriented, wherein there is no feedback from the general users. What the organization provides merely relies on what they know and what knowledge they would like to share with the general public by using KM tools such as “knowledge inventory, knowledge mapping, tracing knowledge flows, data banking or data warehousing, storytelling, blogs and/or social network analysis”. With this, the link between KM and organizational goals is said to be unstated or unclear since the purpose is not specified. There is a waste of resources because there are no identified recipients of the KM initiatives in the supply-driven mode.

In a nutshell, applying a demand-driven or supply-driven approach to KM4D is still determined by the nature, purpose, and goals of an organization.

References:

Flor, A. G. (2018). Knowledge management for development (KM4D). In Encyclopedia of Information Science and Technology, Fourth Edition (pp. 5077-5084). IGI Global. Retrieved from: https://www.researchgate.net/publication/346566554_KM4D_Casebook_Sectoral_and_Thematic_Knowledge_Management_at_the_National_Regional_and_Global_Levels/citations

Talisayon, A. (2008). Supply-driven KM versus Demand-driven KM. Retrieved from: https://apintalisayon.wordpress.com/2008/12/03/d7-supply-driven-versus-demand-driven-km-knowledge-management/

In the context of Knowledge Management for Development (KM4D), the design of the system should ideally incorporate both demand-driven and supply-driven approaches to effectively meet the diverse needs of stakeholders, particularly in international development settings where disparities are significant. While a demand-driven strategy ensures that resources are allocated based on users' specific needs and requests, thereby increasing user engagement and knowledge applicability, it may not fully capture the unspoken needs of all stakeholders, especially in regions with significant resource constraints or where users may not fully recognize their knowledge gaps.

Conversely, as Flor argues, a supply-side approach is also essential, particularly in international development contexts characterized by significant disparities between developed and developing regions. In such environments, stakeholders may not always be aware of their knowledge needs or how to express them. As a result, proactive provision of critical knowledge and information is essential to fill knowledge gaps and support development goals: "In KM4D, positive action is taken to meet the knowledge and information needs of stakeholders" (Flor, A. G. 2018). Furthermore, as suggested by Molenaar, it is crucial to transform business models from supply-driven to demand-driven through digital technologies and big data analytics (Molenaar, C. 2022). This approach not only addresses immediate knowledge needs, but also ensures that broader development goals, such as the Sustainable Development Goals (SDGs), are supported through the broad dissemination and reuse of knowledge across different communities and sectors.

Therefore, a well-balanced KM4D system should combine these approaches and adapt the supply of knowledge to meet anticipated needs, while at the same time responding to explicit demands. This hybrid strategy enhances the overall effectiveness of the system and ensures that it can adapt flexibly and efficiently to the unique challenges posed by inequalities in international development cooperation.

Reference:

Flor, A. G. (2018). Knowledge management for development (KM4D). In Encyclopedia of Information Science and Technology, Fourth Edition (pp. 5077-5084). IGI Global.

Molenaar, C. (2022). Demand-Driven Business Strategy: Digital Transformation and Business Model Innovation. 1st edition. London: Routledge. https://doi.org/10.4324/9781003226161

KM4D systems should be supply-driven, considering the current context of today's technology. Knowledge production has been exponentially faster due to AI. Knowledge is available, but it must be distributed so that everyone can benefit from it.

The exacerbation of the digital divide is imminent as AI's affordances may be made exclusive only to those who can afford them. Currently, Microsoft aims to bring the knowledge made available by AI to all parts of the world, especially to third-world countries that may greatly benefit from such. By establishing a KM4D system that aims to distribute knowledge to everyone, we can avoid discrimination in the accessibility of knowledge.

A demand-driven system is only beneficial for organizations that have the means to employ someone who can pinpoint their knowledge-based needs. Developing countries or poor institutions do not have easy access to such experts; therefore, the unavailability of such can be a bottleneck for their development. If a KM4D system is supply-based, disadvantaged sectors can at least work independently to use the supplied knowledge to solve their problems.

KM4D was born out of Stephen Denning's desire to aid the poor people of Zambia. Thus, KM4D should continue to be a tool for the disadvantaged. In today's fast-paced technological world, making knowledge accessible to all is the key to development.

I’m not entirely sure that the difference between conventional KM and KM4D is in whether the contents are driven by demand or supply. I believe a new dimension of distinction should be introduced, in that contents could be driven by either explicit or implicit demand. Regardless of the audience, any KM system still focuses on needs and, therefore, satisfies a particular demand. In a conventional setting, the priorities are determined in line with specific business goals (what the business and its people need to perform their core functions).

For the purposes of KM, this is what I would consider explicit demand. In KM4D, the audience is not as clearly defined or tightly knit as in a conventional setting. The community of interest is more of an emergence than a precisely delineated group of people. The agency involved identifies KM contents based on what they perceive is needed by the community, which is often unexpressed or implicit and supplies information accordingly. Supplying irrelevant, unneeded content would not yield much for any KM4D initiative. Only pertinent knowledge that is supplied to the environment will have the power to induce new demand or reveal existing demand for said knowledge.

In an ideal KM4D (Knowledge Management for Development) system, entries should prioritize a demand-driven approach over a supply-driven one. Here, the content and resources are tailored according to the genuine needs and interests of users or stakeholders. This practice ensures that the knowledge base retains its relevance and value for the intended audience. Users have the liberty to request specific information, resources, or solutions, prompting the system to respond appropriately by providing the required content or facilitating knowledge exchange among stakeholders. This ensures that the knowledge base remains relevant and valuable to its intended audience. Users can request specific information, resources, or solutions, and the system responds accordingly by providing the necessary content or facilitating knowledge sharing among stakeholders. Emphasizing a demand-driven approach, KM4D systems can enhance learning, collaboration, and problem-solving within development contexts. This alignment ensures that knowledge management efforts address the actual challenges and priorities of stakeholders involved.

Alternatively, Flor (2018) emphasized that within international development contexts characterized by significant disparities between developed and developing regions, a supply-side approach remains indispensable. In this approach, content or information is pushed into the system based on the priorities or availability perceived by knowledge managers or administrators. While this method may still provide valuable insights and resources, it risks generating a knowledge base that inadequately addresses users' needs or preferences.

To further support this claim, Zhao's (2018) single case study explores the origins of innovation theories by examining how demand-driven and supply-driven innovation interact. Through primary data analysis, the study reveals an inseparable relationship between these two forms of innovation. It identifies challenges that arise when either side is neglected, emphasizing the importance of addressing both aspects comprehensively.

Furthermore, the study employs the blue ocean strategic framework to bridge the demand and supply sides, facilitating innovation. This strategic framework serves as a tool to unite both sides, leveraging untapped market opportunities and enhancing collaboration. By integrating this framework, Zhao's study aims to optimize innovation processes and outcomes by fostering synergy between demand-driven and supply-driven approaches.

Focusing solely on a supply-driven innovation approach may carry the risk of misjudging market dynamics, as the company prioritizes internal resources and capabilities. The researcher also contended that this approach overlooks the impact of market orientation, potentially leading to missed opportunities (Crossan & Apaydin, 2010).

In general, innovation sources can be categorized into two types: internal and external. Mary and Marina's research suggests that internal drivers of innovation, such as knowledge and resources, align with the principles of supply-side-driven innovation. Conversely, external drivers, such as market opportunities and regulatory factors, correspond to demand-side-driven innovation.

In totality, a well- balanced approach in KM4D acknowledges that both demand-driven and supply-driven strategies cater to diverse stakeholder needs. By integrating these approaches, stakeholders ranging from end-users to practitioners and policymakers can have their requirements effectively addressed.

References:

https://www.researchgate.net/publication/327138730_Demand-_vs_supply-driven_innovation_a_case_study_of_Alipay_credit_renting_platform

Flor, A. G. (2018). Knowledge management for development (KM4D). In Encyclopedia of Information Science and Technology, Fourth Edition (pp. 5077-5084). IGI Global.

One of the purpose of KM4D is to help achieve sustainable development. It can be linked to "Knowledge Management for Sustainable Development," a field of study and practice that explores how knowledge management principles and techniques that can be applied to promote sustainable development initiatives. This approach integrates elements of knowledge management, sustainable development, and organizational learning to address complex challenges related to environmental, social, and economic sustainability. This seeks to harness knowledge resources, including tacit and explicit knowledge, to support decision-making, innovation, and collaboration in sustainable development efforts. It involves the creation, sharing, and utilization of knowledge within and across organizations, communities, and sectors to foster more effective and resilient approaches to addressing sustainability issues. Key components may include knowledge sharing platforms, participatory processes, capacity building initiatives, and the integration of local and indigenous knowledge systems into development practices. Therefore, this aims to enhance the sustainability of development interventions and contribute to the achievement of global sustainability goals making it supply driven.

Primarily, to better decide on this, it is vital to fully understand how KM4D is expected to work. With KM4D, it believes in the synergistic or non-zero-sum nature of knowledge. Hence, knowledge is non-proprietary and is considered as a free commodity to be shared openly (Flor, 2018). It can be concluded that knowledge must be free whenever it is needed.

Secondly, it yet also imperative to understand supply and demand in its basic sense. Fernando (2023), explains that:

The law of demand holds that the demand level for a product or a resource will decline as its price rises and rise as the price drops. Conversely, the law of supply says higher prices boost supply of an economic good while lower ones tend to diminish it.

To substantiate, since knowledge (product) in KM4D is a non-priced goods, it is better to assume here that the ‘price of the product’ will be the ‘importance of knowledge’. Changing it to how both are defined by Fernando (2023) will be:

The law of demand holds that the demand level for a ‘knowledge’ will decline as its ‘importance’ rises and rise as the ‘importance’ drops. Conversely, the law of supply says higher ‘importance’ boost supply of knowledge while lower ones tend to diminish it.

With this argument, it is easy to say that KM4D should be driven by supply. Simply, once an entry of knowledge deemed with high importance, it’s supply will boost. As knowledge itself plays diversified roles in communities of practices and is not always as easy as how it is previously discussed, it can be more critical yet as simple as follows.

Knowledge is the crossing of a critical thinking over an information; it’s the mind + refined data. To elicit knowledge, there is a need for repositories of refined data (information). With this, since thinking (the process of information crossing the brain) often leads to specification of general and scattered information into single weaved knowledge of needed outcome, repositories of refined data should always be readily available for access. Hence, one can claim that the entries of knowledge in KM4D system should be supply driven; that KM4D should be supplied by knowledge just ready to be used. Furthermore, qualities and characteristics of supplied entries will determine the concurrency of the situation of the source community of practice and will apparently reveal their current demand. Eventually, this can be the tool to formulate better strategies for development.

To put it simply, supply based KM4D will lead the development based on the characteristics of the supplied entry. On the other hand, demand based KM4D will spearhead the development by what the community of practice deemed as ‘needed’. Looking closely, both has the capacity to recognize the necessities of community in order to gear up for development and eventually reach sustainability.

References:

https://shorturl.at/pAX27

https://www.investopedia.com/terms/l/law-of-supply-demand.asp

Let me start by using the library as an example to answer this question. In a demand-driven library, librarians would constantly be asking patrons what books they would like to see on the shelves. They would prioritize requests and update the collection accordingly. This approach ensures that the library has what patrons need, but it might not expose them to new and interesting topics they were unaware of.

On the other hand, a supply-driven library would have librarians choose the books to stock the shelves based on what they think patrons would be interested in or what aligns with the library’s goals. This approach ensures a well-rounded collection and can introduce patrons to new ideas, but it might not always address their immediate needs.

In the context of content management, a demand-driven approach focuses on creating content that addresses users’ explicit needs and requests. User feedback and analytics inform what content is created and how the creation process is refined. This approach ensures that the content is relevant and up-to-date, but it might lack innovation or miss out on emerging trends.

A supply-driven approach, on the other hand, focuses on creating content that anticipates users’ needs or aligns with the organizational goals. Content is curated by subject matter experts and undergoes quality control processes to ensure accuracy. This approach ensures a well-rounded and standardized collection of content, but it might not always be responsive to users’ immediate needs.

Translating this to KM4D, the approach would lean more towards being supply-driven. This is because KM4D aims to address development challenges and empower communities. By proactively disseminating relevant information, KM4D systems bridge knowledge gaps and equip communities with the resources they may not even know they need.

Entries in a Knowledge Management for Development (KM4D) system should ideally be demand-driven, meaning that the content and knowledge shared within the system are driven by the specific needs and requirements of users and stakeholders. This approach ensures that the knowledge being captured, shared, and accessed within the KM4D system is relevant, timely, and aligned with the priorities and challenges faced by development practitioners, policymakers, and communities. By focusing on demand-driven knowledge sharing, KM4D systems can better support evidence-based decision-making, foster collaboration and learning, and address real-world development issues effectively.

Demand-driven knowledge management in KM4D emphasizes active engagement with users and stakeholders to identify their knowledge needs, preferences, and priorities. It involves soliciting feedback, conducting needs assessments, and actively seeking input from end-users to shape the content and structure of the knowledge base (Cecchini, Scott, & Nanni, 2008). This user-centric approach ensures that the knowledge shared within the KM4D system is responsive to the evolving needs and contexts of development practitioners and communities.

Moreover, demand-driven KM4D systems promote participatory knowledge sharing and co-creation, empowering stakeholders to contribute their expertise, insights, and experiences to the collective knowledge pool (Serrat, 2017). This collaborative approach fosters ownership, trust, and buy-in among users, leading to more meaningful knowledge exchange and uptake within the development community.

In contrast, supply-driven approaches to KM4D may result in the dissemination of information or knowledge that may not necessarily address the specific needs or priorities of users. While supply-driven knowledge management can still play a role in sharing valuable resources and best practices, it is essential to complement it with demand-driven approaches to ensure that the knowledge shared within the KM4D system remains relevant, actionable, and impactful.

In conclusion, entries in a KM4D system should be primarily demand-driven, driven by the specific needs and requirements of users and stakeholders, to ensure that the knowledge shared within the system is relevant, timely, and aligned with development priorities.

References:

Cecchini, S., Scott, C., & Nanni, M. (2008). Knowledge Management for Development: A Literature Review. Knowledge Management for Development Journal, 4(1), 20-39.

Serrat, O. (2017). Knowledge Solutions: Tools, Methods, and Approaches to Drive Organizational Performance. Springer.

My response to the question, “Should entries in KM4D be demand-driven or supply-driven?”, both methods have benefits and drawbacks. A method based on supply can guarantee the accessibility of extensive knowledge resources and skills. It might not, however, adequately attend to the particular requirements and preferences of the users. Conversely, a demand-driven strategy may necessitate more active user participation and collaboration but can guarantee the relevance and use of information resources. Nonetheless, the current status of scheme in the field of KM4D the content of systems is supply driven when affirmative action is taken to satisfy stakeholders' needs for knowledge and information (Flor, 2018).

In the field of supply chain management, a demand-driven supply chain is a strategic approach that aims to align supply chain operations with actual customer demand in order to increase responsiveness, efficiency, and customer satisfaction. This tactic emphasizes how important it is to understand and accurately predict consumer demand in order to direct decisions and actions along the supply chain (Daniel, 2024). Following this line of thinking, I believe that KM4D should be demand-driven to attain the same results. To reiterate, a demand-driven KM4D can attain responsiveness to the need of the knowledge user, agility in the sense that the needed knowledge is made available quickly and accurately and even promote closer cooperation and collaboration between knowledge generators and users because there is a tendency to have focus on particular set of knowledge and not settle for the watered down and very general knowledge.

References:

Daniel, Diann (2024) Bullwhip Effect. Techtarget Network. Retrieved from https://www.techtarget.com/searcherp/definition/bullwhip-effect

Flor, A. G. (2018). Knowledge management for development (KM4D). In Encyclopedia of Information Science and Technology, Fourth Edition (pp. 5077-5084). IGI Global.

The dilemma of whether entries in Knowledge Management for Development (KM4D) systems should be supply-driven or demand-driven emerges. This inquiry explores the basic methodology of knowledge creation, curation, and dissemination in development contexts. Although both demand-driven and supply-driven strategies have advantages, a thorough investigation is necessary to determine which is better for KM4D. Being in the field of education, I try to reflect in this context.

In development contexts, a demand-driven approach to knowledge management entails actively seeking feedback from stakeholders, identifying their knowledge needs, and working together to co-create pertinent content and solutions to meet those needs. This strategy highlights the participatory aspect of KM4D, acknowledging that knowledge creation and sharing activities should be customized to end users' needs and interests in order to achieve sustainable development outcomes (Flor, 2018). KM4D systems may guarantee that the knowledge generated is contextually relevant, actionable, and responsive to the ever-changing difficulties encountered by communities, policymakers, practitioners, and researchers by involving stakeholders at every stage of the knowledge management process.

A demand-driven approach to knowledge management in educational settings entails actively involving administrators, teachers, students, and other stakeholders in the process of locating, producing, and disseminating pertinent instructional materials and solutions. This method acknowledges that educators and learners have very different needs and interests, and that a customized strategy is needed to effectively manage knowledge in order to meet these heterogeneous needs. Educational institutions can make sure that their knowledge management initiatives are in line with the unique needs and objectives of their learning communities by obtaining feedback from stakeholders, comprehending their knowledge requirements, and working collaboratively to create content and solutions. Through empowerment and a sense of ownership among stakeholders, this participatory approach produces more meaningful and long-lasting educational outcomes.

Conversely, a knowledge management strategy that is driven by supply can entail distributing knowledge goods or solutions that already exist, without taking into account the unique needs or environments of end users. This method has the potential to provide information that is disengaged from the priorities and reality of the people it seeks to assist, even though it can be effective in some situations.

Distribution of teaching resources or standardized curricular materials without consideration for the particular requirements and contexts of educators and students may be part of a supply-driven approach to knowledge management in educational settings. This approach runs the danger of ignoring the unique difficulties and learning preferences of various learners, even though it might expedite the distribution of instructional resources.

An important factor in determining the efficacy and influence of knowledge management initiatives in development contexts is whether entries in a knowledge management for development (KM4D) system should be supply- or demand-driven. It is clear from analyzing Alexander Flor's observations that a demand-driven strategy is more in line with the concepts of empowerment, participatory development, and sustainability. KM4D systems can make sure that the knowledge they produce is not only pertinent and practical, but also reflective of the many views and objectives of those it wants to serve by actively incorporating stakeholders in the co-creation of knowledge and solutions. Therefore, it is not only desirable but also necessary to use a demand-driven approach to knowledge management in KM4D in order to achieve significant and impactful development outcomes.

It is recommended that entries in a Knowledge Management for Development (KM4D) system be driven primarily by demand, as opposed to supply. Demand-driven approaches actively include stakeholders in order to determine their objectives, issues, and unique knowledge needs. Educational institutions can customize their knowledge management initiatives to address the real-world issues and needs encountered by their learning communities by getting feedback from end users and learning about their context. This strategy encourages stakeholder ownership, relevance, and involvement, which eventually produces more successful and long-lasting development results. In order to guarantee that KM4D systems are adaptable to the changing requirements and goals of the communities they are intended to serve, a demand-driven strategy is necessary.

References:

Flor, A. G. (2018). Knowledge Management for Development (KM4D). In Encyclopedia of Information Science and Technology, Fourth Edition. IGI Global.

Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday/Currency.

KM4D systems according to Flor (2018) are initiatives to provide the knowledge needs of stakeholders in an external direction. From my agriculture immersion and in-depth interviews, program beneficiaries like farmers are not consistently aware of their needs or may not have the competencies to precisely articulate their knowledge requirements that necessitate knowledge transfer from the top down. This is the inspiration behind the classical view of KM4D systems where knowledge sharing emanates from knowledge champions and subject matter experts based on global research and information in a knowledge-push fashion as seen in the supply ring of the framework image above.

On the other side of the relationship equation lies the participatory approach, driven by the development program's beneficiary requests based on articulated needs and pain points as seen in the demand ring of the framework. From the development communication perspective, engaging in respectful dialogue with communities enables planners to identify needs and internal dynamics and integrate traditional practices with external influences while remaining flexible and collaborating closely with the most impoverished and disadvantaged (Dagron, 2009). On a similar note from the KM discipline, a bottom-up approach has been in operation in various KM4D cases such as capacity needs assessment through regional and local knowledge audit workshops among smallholder farmers in the creation of SAAS or Strengthened Agricultural Advisory Systems (Flor, 2014).

Therefore, knowledge information entries in a KM4D system require a confluence of both demand and supply rings in a never-ending tango dance that leads to ICT-enabled learning systems. Like a KM system relationship akin to a wedding of two individuals, KM4D system planners and developers will benefit from the value of listening to KM4D target users in the organization of its knowledge systems while taking into account the best knowledge entries to empower underdeveloped communities in a decentralized mode (Flor, 2024). For instance, translating agricultural scientific information into the farmer’s actual field language and terminology would not only facilitate better learning but also the practical application and utilization of tested agronomy scientific knowledge, fostering knowledge acceptance and ownership. This represents the sweet spot of the KM4D system configuration, as visually explained in the new theoretical framework I formulated above—a harmonious marriage of demand and supply within the KM4D design architecture: a passionate iterative process and KM4D systemic union with love for the target KM4D Knower as the primary mission: enabling program beneficiaries to learn and live better lives.

REFERENCES :

Dagron, Alfonso Gumucio. June 2009. Playing with Fire: Power, Participation and Communication for Development.

Flor, Alexander, 2018. Knowledge Management for Development (KM4D).Encyclopedia of Information Science and Technology, Fourth Edition, IGI Global. USA

Flor, Alexander, 2014, KM4D Casebook: Sectoral and Thematic Knowledge Management at the National, Regional, and Global Levels. Chapter 10. KM for smallholder farmers in Asia and the Pacific Islands Region

Flor, Alexander. 2024. The Future of KM is Decentralization. Zoom Lecture. April 20, 2024

Tulio, Jade. 2011. Agriculture Immersion. Interview of Corn Farmers. Debt Tied-Farmers. Syngenta Philippines

In this question, we are asked to choose either one. Alexander Flor’s (2018) prototypology distinguishing the KM and KM4D provides a lead stating that in terms of content, KM favors a demand-driven type while KM4D follows a supply model. As we know it, the phrase “demand and supply” relates to an economic relationship. Flor’s (2018) essay, at least in that chapter, does not expound much on the “content” aspect of KM and KM4D. So, this opens up an exploration of this aspect by explicating further the content typology by making inferences out of the chapter in aforesaid essay. But, what sort of content is dealt with here?

Elsewhere in his distinction of KM4D vis-a-vis KM, Flor talks about how the former follows the paradigm of knowledge being, “free, non-proprietary and is considered as a free commodity to be shared openly,” or, “synergistic or non-zero-sum nature of knowledge” (p.5079). But, as to KM from an organizational standpoint, especially profit-oriented corporations, knowledge sharing is within the organization. Can you share a trade secret outside the company? Or, if this far-fetched, can you share the projected expenditure of your corporation for the next year five years? Yes, probably if permission was granted. But, in groupings such as communities of practice which are not profit-oriented, how then is knowledge in the form of content shared? This is where the demand and supply relationship comes in.

Organizations relying on KM only expects entries based on what the organization needs at a certain stage, and thus they ‘demand’ such knowledge from their ‘bosses’, which means the sharing of content still needs approval from their leaders. However, KM4D allows for a more free flowing, egalitarian, and democratic entries in carrying out effective action. Hence, I construe the treatment of knowledge as open and non-proprietary to mean supplying the necessary information and knowledge to such groups where increasing their bottomline is not its major goal.

Thus, the ‘supply’ of content would mean the intensification of choices available to these groups so they can verily select which knowledge application best suit their community. It is also a case of who decides for whom? Are they an insider or an outsider of the community? For instance, knowledge on farm production, a supply perspective would provide all the necessary knowledge relative to farming but in conjunction or consideration of the available tacit and/or intangible knowledge the community has in its disposal. So, based on the preceding discussion, to answer the question, entries in KM4D system is supply driven.

Reference:

Flor, Alexander G. 2018. Knowledge Management for Development (KM4D). Encyclopedia of Information Science and Technology, 4th Edition (Mehdi Khosrow-Pour, Editor). Hershey, PA: HGH Academic Publishers

I go with the cliché that change is the only constant thing in this world. As time unfolds, perspectives and practices go with it. Hence, even the science of knowledge sharing and reuse has evolved through time. For one, Knowledge Management for Development (KM4D) is the new face of the traditional Knowledge Management (KM).

As an emerging field, KM4D is such a power in the context of “knowledge environment” and “development.” In this aspect KM4D, is viewed as the sum of KM principles and sustainable development goals (SDGs). Thus, it adheres to the notion of systematizing the management of knowledge to support the development initiatives in various levels, i.e., national, regional, and/or international. Accordingly, KM4D improves efficiency, cultivates innovation, and advances sustainable development outcomes.

Grounding on the lens that KM4D involves processes that encompass knowledge generation, organization, sharing, and utilization from the perspectives of organizations and experts “supplying” various sources of knowledge that are based on development contexts, then I go with the thought that KM4D’s bias as regards entries is “supply driven.”

To substantiate, Flor (2018) argues that KM4D values synergy; prioritizes for external knowledge sharing; sets its level of utilization in a wider spectrum, i.e., project level, agency level, sectoral level, and thematic level including the communities of interests (COIs), communities of practice (CoPs), and communities of champions (CoCs); and promotes online learning apart from messaging and collaboration, file sharing, documents/content management, and search. These are strong assertions that KM4D is not demand driven in the contention that it does not privilege the felt needs within an organization. Without a doubt, KM4D is supply driven given that it caters to the real needs as determined by the SDGs (Flor, 2024).

In the context of KM4D, it is essential that the types of knowledge provided align with the evolving nature of development goals (DGs) over time. Flor (2024) stresses in his lecture that this evolution began in 2000 with the introduction of the Millennium Development Goals (2000-2015) by the United Nations (UN), which has since transitioned into the era of UN SDGs spanning from 2015 to 2030. Furthermore, a new set of DGs is anticipated for the period of 2030 until 2050. This progression highlights the need for KM4D to adapt and cater to the changing landscape of development priorities.

Considering the functionalist stance of the supply driven method, with knowledge as generated and shared from development-oriented experts and organizations down to the intended stakeholders/target adopters then the distinct priorities and abilities of the latter may not be considered. And perhaps this must be something to be looked into for the future of KM4D.

In gist, from the point of view of KM4D, in order to achieve development more especially among marginalized and vulnerable communities and societies, “supply” of knowledge is beyond essential. Clearly, there should be enough “supply” of knowledge to foster informed decision making, invigorate innovation, and propel effective knowledge application. Indeed, “supply driven” is a defining factor in the entries of a KM4D system.

Literature Cited:

Flor, A.G. (2001). eDevelopment and Knowledge Management. Los Baños:

SEAMEO-SEARCA.

Flor, A.G. (2024, February 17). Lecture in Unit 1: Information and Knowledge. COMM 350 - Information and Knowledge Management. University of the Philippines Open University.

Flor, A. G. (2018). Knowledge Management for Development (KM4D). Encyclopedia of Information Science and Technology, 4th Edition (Mehdi Khosrow-Pour, Editor). Hershey, PA: HGH Academic Publishers

One distinction of KM4D system with conventional KM is that content in the former is supply- rather than demand-driven. The demand-driven strategy for KM content has its merits in KM4D if it assumes that the demands or knowledge requirements come from the broad range of users for purposes of streamlining of resources, more participatory yet strategic knowledge sharing.

However, supply-driven content in the context that ‘affirmative action’ is taken to ‘supply’ knowledge and information needs of the broad constituency of development stakeholders is more appropriate for KM4D. This would assume policies, programs, practices, or interventions aimed at increasing representation and opportunities especially for historically marginalized and disadvantaged individuals, groups, or sectors. As such positive actions or alternative routes for knowledge sharing, and utilization that significantly consider marginalities and vulnerabilities in society respond to the main purpose of promoting development agenda and outcomes, from the global millennial to sustainable development goals, to humanity’s “Common Good” as articulated in some KM4D case studies [1]. As such the pursuit of common development goals and targets is guided too by principles and outcomes such as inclusivity, sustainability, empowerment, social justice, and rights-based development. In the SDG discourse, calls for localization or indigenization of global goals by documenting local knowledge – initiatives and practices – contribute to the achievement of the goals. In harnessing content co-creation, collaboration, cooperation, partnerships, and networks in knowledge sharing and use/re-use and in designing and developing sectoral and thematic knowledge bases, corresponding sectors and development stakeholders would take into consideration sector-specific or local content, knowledge and practices. For instance, in communities of practice or champions where planning and community development practitioners would learn from and ensure the ‘supply’ of knowledge coming from local community or neighborhood experiences on public health concerns, or skills of women in fisherfolk communities, or indigenous knowledge and practices in environmental management. This still places the 'user' of information and knowledge at the core, as they become valuable sources of knowledge, especially the tacit ones.

Reference:

[1] Flor, A. G. (2018). Knowledge Management for Development (KM4D).

In Mehdi Khosrow-Pour, ed. Encyclopedia of Information Science and Technology, 4th ed. Hershey, PA: HGH Academic Publishers

"If an egg is broken by an outside force, life ends. If broken by an inside force, life begins. Great things always begin from the inside."-Jim Kwik.

This quote is associated with how development happens. It means that change should begin internally, not from an external force. Having studied development communication, KM4D content should not always be supply-driven. While I acknowledge the value experts bring in supplying knowledge to stakeholders, I also see the importance of demand-driven entries.

A demand-driven KM4D starts with a thorough analysis of knowledge needs and gaps, a survey of the knowledge needs of users/stakeholders, or feedback from internal and external customers (Talisayon, 2009). The term 'development' in KM4D implies change for growth, which involves mobilizing people. The audience expressing their needs to agencies is like an internal force that keeps them more engaged, enhancing their sense of being heard and appreciated in the development process. This KM4D approach gives ownership to the relevant stakeholders, particularly the beneficiaries of a specific development agenda.

References:

D7- Supply-driven KM versus Demand-driven KM. (2009, April 25). Apin Talisayon’s Weblog. https://apintalisayon.wordpress.com/2008/12/03/d7-supply-driven-versus-demand-driven-km-knowledge-management/

Flor, A. G. (2018). Knowledge Management for Development (KM4D). In IGI Global eBooks (pp. 5077–5084). https://doi.org/10.4018/978-1-5225-2255-3.ch440

Entries in a KM4D system should be supply driven. KM4D aims to share knowledge for free. It supplies knowledge and information to stakeholders and communities.

Knowledge sharing is one of the core tenets of public health. We do this by supplying knowledge to health workers in the communities, especially in GIDA (geographically isolated and disadvantaged areas) sites in the Philippines. Sometimes communities in rural areas have competing social and personal priorities. By supplying knowledge that promotes health, we can influence them to cultivate positive health information seeking behavior based on the health issues relevant to them.

According to Flor (2018), KM4D systems nurture communities of practice (CoPs), communities of interests (CoIs) and communities of champions (CoCs) for online learning. This learning process is supply driven since it does not only aim to share contents internally, but it allows stakeholders to utilize knowledge to achieve developmental goals realized in different levels– project, agency, sectoral and thematic levels. Through online learning platforms such as WHO Academy (https://www.who.int/about/who-academy) and DOH Academy (https://learn.doh.gov.ph/), we make e-learning an avenue for health and well-being promotions. By supplying health contents in these knowledge bases, we supply people with the right tools for better health outcomes.

Work cited:

Flor, A. G. (2018). Knowledge management for development (KM4D). In Encyclopedia of Information Science and Technology, Fourth Edition (pp. 5077-5084). IGI Global.

For KM4D systems, the entries should primarily be demand-driven. This would ensure that the knowledge shared is directly relevant to the needs of the communities or stakeholders involved. By focusing on demand, KM4D systems can be tailored to provide practical solutions that are culturally and contextually appropriate.

KM4D is supply-driven but it has the potential to grow by being demand-driven.

The first framework I learned on KM4D is that KM in the development sector is composed of two levels: internal and external KM. In internal KM, the aim of managing knowledge assets is to produce knowledge products and services (KPS). In turn, these KPS are used in external KM to produce socially desirable results.

In my setting for example (a state university that does agricultural and related research and extension), KPS can come in the form of information, education, and communication (IEC) materials like brochures and manuals that contain useful farming information (knowledge products) or training for agricultural extensionists (knowledge services). These KPS is a product of internal KM, where we manage the knowledge produced out of research.

Then these KPS can be an input to external KM. Brochures can be circulated to farmers. Agricultural extensionists can be trained on new knowledge, that can be passed on to their communities. And these can produce a socially desirable result of a better agricultural community.

However, I have also seen the potential of KM4D to be demand-driven.

Going back to my university as an example, once a year we gather thousands of farmers from the region during our founding anniversary in an event called "Farmers and Fisherfolks Day (FFD)". There are games, awards, and other things during the FFD, but its highlight for me is the Farmers' Forum, where farmers ask questions from our experts: professors and researchers that form a panel in front.

I have noticed through the years that the questions asked are relevant issues that affect farmers and fisherfolk at a certain time: abaca diseases, vegetable growing problems, ASF, etc. In it, I see certain demand for knowledge rise and fall through time, which the university should be sensitive to, and should address in the production of knowledge products and services.

Certainly, the university's extension office can produce IEC materials based on what our experts here know, but it also extends the spirit of the Farmer's Forum to answer to everyday needs of people in the community. At the top of my mind, good ways could be for scientists to be asked to answer timely questions through short leaflet-type manuals that can be rapidly distributed through municipal agriculture offices, or a developmental blog or vlog on social media to educate people on the issues of the day.

While demand-driven approaches are important for ensuring the relevance and usability of knowledge management systems, in the context of a state university in Mindanao where I am working, supply-driven approaches may be more common due to resource constraints, educational mandates, and development goals.

In my experience, an SUC may have limited resources compared to private sector organizations. As a result, we prioritize existing resources, expertise, and initiatives within the university community. This can lead to a supply-driven approach where available knowledge and resources are identified and shared, rather than waiting for specific demand signals. In addition, we have specific educational mandates: instruction, research, and extension. KM4D initiatives are driven by the available expertise and professional interests of the faculty members and researchers. We (proactively) contribute knowledge, research findings, and best practices even without immediate external demand. Lastly, KM4D systems in an SUC may focus on supplying relevant educational resources, training materials, and capacity-building programs to meet perceived needs and priorities and to contribute to development goals.

Having said that the entries in KM4D systems are likely to be supply-driven, I still believe that combining both demand-driven and supply-driven approaches can cater more effectively to the diverse needs of its users while maximizing the utilization of available knowledge resources.