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Sustainable development as a community of practice: Insights from rural water projects in Egypt

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Abstract

A community-of-practice (CoP) approach is used to analyze rural water sustainability. In combining CoP with the capability approach (CA), a dichotomy is generated between project goals and project practices and whether they are locally or externally driven. Four possible project scenarios are developed from this framework: empowerment (local goals and practices), apprenticeship (local practices and external goals), assistencialism (external practices and local goals) and determinism (external goals and practices). A novel arrangement of indicators is used that incorporates economic (costs), environmental (natural resources) and engineering (skills) sustainability. A meta-synthesis of 23 Egyptian rural water projects indicates that sustainability potential should optimize environmental and engineering sustainability on one hand, with economic sustainability on the other. The policy implication is that managing a series of village-level water projects at a regional level best achieves both economy of scale and adequate cultivation of local practices. However, such a policy is only possible if national institutions enable decentralized regional governance. If institutions resist decentralization, institutional incentives are likely necessary to ensure a more enabling environment. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

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Changes in and outside the water sector are creating new demands for knowledge and capacity. Water institutions, including networks, do not easily adjust to changing demands unless a particular effort is made to do so, and inertia is overcome. Experts caution that most of the changes affecting water management will come from outside the sector, such as from population dynamics, trade policy, and the growth of small cities, amongst others. ICT has led to the "death of distance" and has spurred the creation of many new knowledge networks in the past decade. Existing water knowledge networks can pay attention to the changing demands on the water sector and review if they respond to these evolving demands. New networks can review if their rationale for establishment caters to priority sector needs.
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Prologue Part I. Practice: Introduction I 1. Meaning 2. Community 3. Learning 4. Boundary 5. Locality Coda I. Knowing in practice Part II. Identity: Introduction II 6. Identity in practice 7. Participation and non-participation 8. Modes of belonging 9. Identification and negotiability Coda II. Learning communities Conclusion: Introduction III 10. Learning architectures 11. Organizations 12. Education Epilogue.
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THE interesting paper by Drs. Haldane and Henderson in NATURE for August 28, p. 308, merits emphasis on two or three points. Above all, the mechanical beauty of the shadouf, in spite of its crude construction, deserves notice. It will be observed that trunnion bearings, which would wear and need lubrication, are replaced by almost frictionless hinges in the form of ropes. These ropes, in addition to their antifriction qualities as hinges, confer an important property on the system, namely, elasticity.
Article
While the recent focus on knowledge has undoubtedly benefited organizational studies, the literature still presents a sharply contrasting and even contradictory view of knowledge, which at times is described as "sticky" and at other times "leaky." This paper is written on the premise that there is more than a problem with metaphors at issue here, and more than accounts of different types of knowledge (such as "tacit" and "explicit") can readily explain. Rather, these contrary descriptions of knowledge reflect different, partial, and sometimes "balkanized" perspectives from which knowledge and organization are viewed. Taking the community of practice as a unifying unit of analysis for understanding knowledge in the firm, the paper suggests that often too much attention is paid to the idea of community, too little to the implications of practice. Practice, we suggest, creates epistemic differences among the communities within a firm, and the firm's advantage over the market lies in dynamically coordinating the knowledge produced by these communities despite such differences. In making this argument, we argue that analyses of systemic innovation should be extended to embrace all firms in a knowledge economy, not just the classically innovative. This extension will call for a transformation of conventional ideas coordination and of the trade-off between exploration and exploitation.
Article
As a tool both for research and for structuring community-level interaction, Participatory Rural Appraisal (PRA) is now well embedded in development practice. This paper, however, argues that in order to play an enabling role towards community action, facilitators need to offer much more than the traditional PRA approach. Based on work with groups of women and of men in North Bengal, the paper describes how local politics and facilitators' strategies interact and complicate the use of PRA-like planning approaches. The article stresses the need for effective and long-term facilitation strategies that take into account organisational, methodological, and contextual considerations, and argues that organisations need to invest far more in ensuring the quality of facilitators than is generally the case.
Article
The concept of power remains elusive despite the recent and prolific outpourings of case studies on community power. Its elusiveness is dramatically demonstrated by the regularity of disagreement as to the locus of community power between the sociologists and the political scientists. Sociologically oriented researchers have consistently found that power is highly centralized, while scholars trained in political science have just as regularly concluded that in “their” communities power is widely diffused. Presumably, this explains why the latter group styles itself “pluralist,” its counterpart “elitist.” There seems no room for doubt that the sharply divergent findings of the two groups are the product, not of sheer coincidence, but of fundamental differences in both their underlying assumptions and research methodology. The political scientists have contended that these differences in findings can be explained by the faulty approach and presuppositions of the sociologists. We contend in this paper that the pluralists themselves have not grasped the whole truth of the matter; that while their criticisms of the elitists are sound, they, like the elitists, utilize an approach and assumptions which predetermine their conclusions. Our argument is cast within the frame of our central thesis: that there are two faces of power, neither of which the sociologists see and only one of which the political scientists see.
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The shortage of fresh water is likely to be one of the most pressing issues of the twenty-first century. A UNESCO report predicts that as many as 7 billion people will face shortages of drinking water by 2050. Here, David Lewis Feldman examines river-basin management cases around the world to show how fresh water can be managed to sustain economic development while protecting the environment. He argues that policy makers can employ adaptive management to avoid making decisions that could harm the environment, to recognize and correct mistakes, and to monitor environmental and socioeconomic changes caused by previous policies. To demonstrate how adaptive management can work, Feldman applies it to the Delaware, Susquehanna, Apalachicola-Chattahoochee-Flint, Sacramento-San Joaquin, and Columbia river basins. He assesses the impacts of runoff pollution and climate change, the environmental-justice aspects of water management, and the prospects for sustainable fresh water management. Case studies of the Murray-Darling basin in Australia, the Rhine and Danube in Europe, the Zambezi in Africa, and the Rio de la Plata in South America reveal the impediments to, and opportunities for, adaptive management on a global scale. Feldman's comprehensive investigation and practical analysis bring new insight into the global and political challenges of preserving and managing one of the planet's most important resources.
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A bestseller since its First Edition, Institutions and Organizations remains the key source for a comprehensive overview of the institutionalist approach to organization theory. W. Richard Scott presents a historical overview of the theoretical literature, an integrative analysis of current institutional approaches, and a review of empirical research related to institutions and organizations. He offers an extensive review and critique of institutional analysis in sociology, political science, and economics as it relates to recent theory and research on organizations.