There is a fundamental gap in the current practice of networking. At present, most
organizations are experimenting with models of collaboration for the sharing of
information and expertise:
There is a growing understanding and acceptance of the value of new research
models that stress partnerships, alliances and networks ... there is an emerging
trend toward networking resources and focusing them in thematic ways.1
Many researchers are beginning to investigate the value of these models as a means of
changing public and private sector actions to be more supportive of sustainable
development. But we continue to see organizations struggle with the problem of working
together to increase their collective effectiveness, not just to achieve their immediate
research objectives but to fulfill their vision of having real influence on decision-making
for sustainable development.
The gap lies in the limited understanding about how to conceptualize, develop and follow
through on the strategic intentions of a network. Networks are generally understood to be
a “combination of persons [or organizations], usually dispersed over a number of
geographically separate sites, with appropriate communications technology”2 to link
them. But networks often seem to fail to fulfill their promise. Research may be carried
out and members may meet from time to time to exchange experiences, but at the end of
the day, there is often no indication that the interaction added value to individual research
projects, no truly joint, collaborative projects were carried out by two or more members
in the network, and no demonstrable sign that decision-makers read or used the research
and advice emerging from the networks. We think the way to bridge this gap is to
approach networking with a view not just to strengthening knowledge management and
sharing among organizations, but focusing on the engagement of decision-makers who
are to be the targets and recipients of the work of the network. There is a need to be more
strategic in the choice of partners and in the management of the way they work together
in order to keep on-mission and on-message to decision-makers. There is a need to
reduce the transactional costs of collaborative work that often delay the attainment of the
network’s intentions. And finally, there is a need to find new ways to monitor network
efficiency and effectiveness.