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CHAPTER 11 Knowledge Management in Environmental Impact Assessment Agencies: A Study in Québec, Canada

By: Contributor(s): Material type: TextTextSeries: Progress in Environmental Assessment Policy, and Management Theory and Practice, pp. 265-296 (2016) ; Volume , number ,London Imperial College Press 2013Content type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
Subject(s): Online resources: Summary: Environmental impact assessment (EIA) is a knowledge-intensive activity that benefits from a highly structured approach to knowledge management (KM). In a survey of KM initiatives in two Québec government agencies, the Environmental Assessment Department and the Environment Public Hearings Bureau, knowledge repositories were mapped and officers were invited to reply to a questionnaire enquiring about the knowledge repositories' usefulness. Their perception about knowledge creation within each agency was assessed. Three drivers were identified that have steered the implementation of KM initiatives: (i) successive managers' understandings that EIA does create knowledge; (ii) a concern with consistency and reproducibility of recommendations; and (iii) improving agencies' efficiency, alongside one additional incentive: curbing the deleterious effects of staff turnover. So far an unmet challenge is making sense of a great deal of data and information obtained in the follow-up phase of the EIA process and transforming it into knowledge used to improve both efficiency and effectiveness of an agency's work.
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Item type Current library Call number Vol info Status Notes Date due Barcode
Journal Article Journal Article Main Library - Special Collections GE170 JOU (Browse shelf(Opens below)) Vol.15 , No.3 (Sep 2013) Not for loan For In House Use Only

Environmental impact assessment (EIA) is a knowledge-intensive activity that benefits from a highly structured approach to knowledge management (KM). In a survey of KM initiatives in two Québec government agencies, the Environmental Assessment Department and the Environment Public Hearings Bureau, knowledge repositories were mapped and officers were invited to reply to a questionnaire enquiring about the knowledge repositories' usefulness. Their perception about knowledge creation within each agency was assessed. Three drivers were identified that have steered the implementation of KM initiatives: (i) successive managers' understandings that EIA does create knowledge; (ii) a concern with consistency and reproducibility of recommendations; and (iii) improving agencies' efficiency, alongside one additional incentive: curbing the deleterious effects of staff turnover. So far an unmet challenge is making sense of a great deal of data and information obtained in the follow-up phase of the EIA process and transforming it into knowledge used to improve both efficiency and effectiveness of an agency's work.

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