Key Terms

Capacity Development: a conceptual approach to development that focuses on understanding the obstacles that inhibit people, governments, international organizations and nongovernmental organizations from realizing their developmental goals while enhancing the abilities that will allow them to achieve measurable and sustainable results

Human Resource Management (HRM): management of human resources within an organization; purpose: Develop a more synergistic dialogical relationship between a) people's needs and abilities and b) organizational purposes and processes

Institutional Knowledge: collective set of facts, concepts, experiences and know-how held by a group of people; as it transcends the individual, it requires the ongoing transmission of these memories between members of this group

Knowledge Management (KM): a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences; such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizational processes or practice

Organizational Sustainability: the ongoing development, application and institutionalization of an evolving and emerging set of tangible and intangible capacities for sense making in complex realities, in a way that is meaningful to key stakeholders, and which allows the organization to innovate, remain relevant, and survive over time

 

Further Reading

Backer, Thomas E. "Building to Grow: Internal Capacity Building for Small Foundations - The Philanthropic Initiative." The Philanthropic Initiative, Inc. (TPI) - The Philanthropic Initiative. Sept. 2006. Web. <http://www.tpi.org/news/news_events/building_grow_internal_capacity.aspx>.

Bellinger, Gene. "Knowledge Management - Emerging Perspectives." Mental Model Musings. 2004. Web. <http://www.systems-thinking.org/kmgmt/kmgmt.htm>.

Brown, Michelle, Isabel Metz, Christina Cregan, and Carol T. Kulik. "Irreconcilable Differences? Strategic Human Resource Management and Employee Well-being." Asia Pacific Journal of Human Resources 47.3 (2009): 270-94. Web.

Fisher, E. A. "Motivation and Leadership in Social Work Management: A Review of Theories and Related Studies." Administration in Social Work 33 (2009): 347-67. Print.

Herzberg, Frederick. "One More Time, How Do You Motivate Employees?" Harvard Business Review (2003). Print.

"Is Organisational Memory a Useful Construct in Understanding Learning Organisations." Australian Association for Research in Education, 1998. Web. <http://www.aare.edu.au/98pap/oto98310.htm>.

Kaplan, Allan. "Capacity Building: Shifting the Paradigms of Practice." Development in Practice10.3-4 (2000): 517-26. Print.

Levinson, Meredith. "Knowledge Management Definition and Solutions CIO.com." CIO.com. Web.<http://www.cio.com/article/40343/Knowledge_Management_Definition_and_Solutions?page=2>.

Morgan, Gareth. Images of Organization. Thousand Oaks: Sage Publications, 2006. Print.

Ridder, Hans-Gerd, and Alina McCandless. "Influences on the Architecture of Human Resource Management in Nonprofit Organizations: An Analytical Framework." Nonprofit and Voluntary Sector Quarterly 39.1 (2010;): 39. Print.

Sagawa, Shirley, and Deborah Jospin. The Charismatic Organization: Eight Ways to Grow a Nonprofit That Builds Buzz, Delights Donors, and Energizes Employees. San Francisco: Jossey-Bass, 2009. Print.

Senge, Peter M. The Fifth Discipline: the Art and Practice of the Learning Organization. New York: Doubleday/Currency, 2006. Print.

Credits

Content and design by Landen Romei
Organizational Sustainability
Monterey Institute for International Studies
Spring 2011