The purpose of this research project is to analyse the opportunities and challenges that the foreign and security policy research institutes face in transnational cooperation across wider Europe. By specifically examining the capacities of non- and quasi-governmental actors to operate and cooperate at transnational level, the research informs the choices presented by the ongoing restructuring of the foreign and security policy sphere. The increasing deterritorialisation of foreign and security policy issues calls for transnational or multinational approaches to resolve them. As nation states fall short of the appropriate capacities, it is of interest to investigate how non- and quasi-governmental actors can contribute to transnational interaction. Therefore, their tools and capacities to operate and cooperate in the transnational sphere need to be established in the first place. In this context a broader geographical focus is chosen in order to study a more differentiated situation, instead of the already relatively integrated case of the European Union. The thesis first studies cooperation among research institutes in broader terms under consideration of their socio-political environment. It outlines differences in their organic development dependent on the geographic affiliation of the institutes, and identifies their tools as well as several defining characteristics. This is followed by an analysis of the fieldwork, discussing processes, opportunities and challenges in transnational cooperation as perceived by staff in research institutes. Subsequently, the thesis takes a more detailed look at applied cooperation among research institutes. Here it traces patterns and formats of interaction, and then delves into a case study on project- based cooperation that provides functional insights regarding research institutes cooperation across borders. In studying cooperation among research institutes from various perspectives, the research enables to investigate the integration among the different narratives. The study integrates a range of issues and concepts in an original manner, therefore it contributes to several significant debates. On the face of it, the thesis adds to the identification of a role for non- and quasi-governmental actors in an increasingly deterritorialised foreign and security policy sphere, using the example of research institutes. To address this aspect, the study considers both the broader implications of socio-political and economic interrelations for cooperation, as well as the detailed functional level of interaction. Moreover, based on the choice of geographical focus, the research project contributes to the literature on EU-Russia relations. Herein it adds to the extant literature by offering a perspective which acknowledges the implications of high politics but emphasises the role of non- and quasi-governmental actors. Beyond that, the thesis contributes to the theoretical debate on foreign and security policy in choosing a non-traditional approach to examine a non-traditional issue. Post-structuralism serves to facilitate a critical review of the construction of cooperation among Russian and EU-based public policy research institutes.

Diss. Umeå : Univ., 2003.

Tacit Knowledge is critical in an organization's ability to sustain a long-term competitive advantage. The systematic process for acquiring, organizing, sustaining and renewing tacit knowledge of employees has enabled organizations to survive in a robust economy. This study investigates the management of tacit knowledge at the Kenya Institute for Public Policy Research and Analysis (KIPPRA). The objectives of the study were: to identify the sources and types of knowledge at KIPPRA; identify the enabling resources for tacit knowledge sharing; determine how tacit knowledge can be reused for innovation and competitive advantage; establish the role of management in creating a conducive environment for tacit knowledge; identify the challenges experienced in the management of tacit knowledge; give recommendations and propose a model/framework for tacit knowledge management at KIPPRA. The study adopted a qualitative research method. Interviews and observation were used as primary data collection methods. The study targeted 60 employees of KIPPRA consisting of Researchers, Young Professionals, Heads of Division, a Knowledge Manager and Administrative staff. Qualitative data collected was organized, categorized and reported in verbatim. Pie charts and tables were used to give a graphical representation of the bio data of respondents. The study found that: KIPPRA values knowledge as an asset but does not practice tacit knowledge management, both tacit and explicit knowledge exists however, no real effort has gone into the management of tacit knowledge. The study also found that KIPPRA had tacit knowledge sharing, capture, transfer and storage avenues that have not been capitalized on. ICT infrastructure is available however it does not support tacit knowledge sharing. No Communities of Practice exist at KIPPRA but tacit knowledge is reused for innovation, development and competitive advantage. KIPPRA’s management has provided a conducive environment for tacit knowledge to thrive but trust, knowledge asymmetry, and hierarchical challenges have hindered tacit knowledge harnessing. No tacit knowledge related incentives are offered at KIPPRA. The study also revealed that employees experienced challenges such as identification and understanding of tacit knowledge, access of tacit knowledge sharing platforms, and access to individuals with specific tacit knowledge, tacit knowledge hoarding, individualism and ICT related challenges in accessing tacit knowledge. Even thought the necessary elements required to facilitate Tacit Knowledge Management are available, no effort has been made to customize them to harness tacit knowledge. The study concluded that for KIPPRA to have a competitive advantage it is important that the Knowledge Manager, with the Support of KIPPRA’s Management, have concerted efforts for harnessing tacit knowledge. Key recommendations include: establishment of Communities of Practice at KIPPRA that bring together like minded individuals and also enable the building of relationships based on trust among the employees, and investment in ICT mechanisms specific to tacit knowledge management to enhance the harnessing and codification of captured tacit knowledge. Employees should also be trained on the value of tacit knowledge sharing and individualism should be discouraged. The study also recommends the adoption of a proposed framework for managing tacit knowledge at KIPPRA. / Information Science

Tacit Knowledge is critical in an organization's ability to sustain a long-term competitive advantage. The systematic process for acquiring, organizing, sustaining and renewing tacit knowledge of employees has enabled organizations to survive in a robust economy. This study investigates the management of tacit knowledge at the Kenya Institute for Public Policy Research and Analysis (KIPPRA). The objectives of the study were: to identify the sources and types of knowledge at KIPPRA; identify the enabling resources for tacit knowledge sharing; determine how tacit knowledge can be reused for innovation and competitive advantage; establish the role of management in creating a conducive environment for tacit knowledge; identify the challenges experienced in the management of tacit knowledge; give recommendations and propose a model/framework for tacit knowledge management at KIPPRA. The study adopted a qualitative research method. Interviews and observation were used as primary data collection methods. The study targeted 60 employees of KIPPRA consisting of Researchers, Young Professionals, Heads of Division, a Knowledge Manager and Administrative staff. Qualitative data collected was organized, categorized and reported in verbatim. Pie charts and tables were used to give a graphical representation of the bio data of respondents. The study found that: KIPPRA values knowledge as an asset but does not practice tacit knowledge management, both tacit and explicit knowledge exists however, no real effort has gone into the management of tacit knowledge. The study also found that KIPPRA had tacit knowledge sharing, capture, transfer and storage avenues that have not been capitalized on. ICT infrastructure is available however it does not support tacit knowledge sharing. No Communities of Practice exist at KIPPRA but tacit knowledge is reused for innovation, development and competitive advantage. KIPPRA’s management has provided a conducive environment for tacit knowledge to thrive but trust, knowledge asymmetry, and hierarchical challenges have hindered tacit knowledge harnessing. No tacit knowledge related incentives are offered at KIPPRA. The study also revealed that employees experienced challenges such as identification and understanding of tacit knowledge, access of tacit knowledge sharing platforms, and access to individuals with specific tacit knowledge, tacit knowledge hoarding, individualism and ICT related challenges in accessing tacit knowledge. Even thought the necessary elements required to facilitate Tacit Knowledge Management are available, no effort has been made to customize them to harness tacit knowledge. The study concluded that for KIPPRA to have a competitive advantage it is important that the Knowledge Manager, with the Support of KIPPRA’s Management, have concerted efforts for harnessing tacit knowledge. Key recommendations include: establishment of Communities of Practice at KIPPRA that bring together like minded individuals and also enable the building of relationships based on trust among the employees, and investment in ICT mechanisms specific to tacit knowledge management to enhance the harnessing and codification of captured tacit knowledge. Employees should also be trained on the value of tacit knowledge sharing and individualism should be discouraged. The study also recommends the adoption of a proposed framework for managing tacit knowledge at KIPPRA. / Information Science

Politikwissenschaftliche Studien der vergangenen Jahre stellen fest, dass das deutsche und österreichische Gesundheitswesen eher reformresistent sind. Anhand der Einführung der elektronischen Kartensysteme im deutschen und österreichischen Gesundheitswesen zeigt diese Dissertation, dass gesundheitspolitische Reformschritte möglich sind. Durch ein vergleichendes Forschungsdesign werden anhand der zwei relativ ähnlich strukturierten Staaten Deutschland und Österreich mit dennoch relevanten Unterschieden im Politikfeld Gesundheit Theorien aus der vergleichenden Policy-Forschung und der Staatstätigkeitsforschung auf ihre Erklärungskraft hin untersucht. Durch eine qualitative Inhaltsanalyse nach Mayring und die Auswertung von Experteninterviews werden die Bestimmungsfaktoren für den gesundheitspolitischen Wandel analysiert. Auf Grund der Abweichung dieser Dissertation (Reformmöglichkeit) von bisherigen empirischen Ergebnissen (Reformresistenz) aus dem Bereich der Gesundheitspolitologie, leistet die in dieser Arbeit vorgenommene Erklärung von politischem Wandel einen Beitrag zur politikwissenschaftlichen Forschung. Die Dissertation zeigt, dass eine Kombination von Theoriemodulen aus der vergleichenden Staatstätigkeitsforschung und der Policy-Forschung die Einführung der elektronischen Kartensysteme im deutschen und österreichischen Gesundheitswesen sinnvoll erklären kann. Die Arbeit stellt dar, dass der politische Wandel vor allem bis zur Phase der Implementation im Politikzyklus in beiden Staaten zügig möglich war. Geänderte Machtverhältnisse, die Verteilung von Machtressourcen zwischen den Interessengruppen im Politikfeld, vormals getroffene politische Entscheidungen und selbstverstärkende Mechanismen, das Engagement "neuer" Akteure im Subsystem, sowie gebundene Rationalitäten der politischen Entscheider sind die maßgeblichen Gründe, welche die Einführung des elektronischen Kartensystems im deutschen und im österreichischen Gesundheitswesen veranlassten.