Strategic Intentions: Principles for Sustainable Development Knowledge Networks

The report argues that most collaboration models for sustainable development fail to influence policy because they lack strategic intention and a focus on decision-makers. It defines 'formal knowledge networks' as groups of expert institutions that are purpose-driven, implementation-oriented, and cross-sectoral. The author outlines seven operating principles for these networks, emphasizing that they must be built on institutional commitment and expertise rather than mere interest. The document also categorizes various collaboration models—including strategic alliances, communities of practice, and information networks—and provides a framework for the management, communication, and evaluation of formal networks to ensure research is converted into action.

• A significant gap exists in networking practices where organizations share information but fail to influence decision-making; the author suggests bridging this by focusing on the 'engagement of decision-makers who are to be the targets and recipients of the work of the network'.
• The document distinguishes between three types of knowledge: explicit knowledge (codified information), tacit knowledge (the 'understanding of how to do things' developed through experience), and implicit knowledge (an individual's culture, values, and 'contextual surroundings').
• Formal knowledge networks are defined as groups of expert institutions that work on a common concern to develop solutions for 'target decision-makers at the national and international level'.
• The author establishes seven operating principles for formal networks: they must be purpose-driven, 'working networks' focused on implementation, backed by institutional commitment, based on merit/expertise, cross-sectoral and cross-regional, focused on capacity development, and function as communications networks.
• Effective formal networks require specific components for success, including engagement strategies for target and broader audiences, rigorous relationship management (described as '2% technology and 98% management of relationships'), internal extranets for virtual teamwork, and evaluation mechanisms such as 'outcome mapping'.
• The document identifies young professionals (graduate students, interns, and young employees) as a 'significant factor in the success of a network' due to their research perspectives and internet communication skills.

APA

Creech, H. (2001). Strategic Intentions: Principles for Sustainable Development Knowledge Networks. International Institute for Sustainable Development. https://www.iisd.org/system/files/publications/networks_operating_principles.pdf

Chicago

Creech, Heather. Strategic Intentions: Principles for Sustainable Development Knowledge Networks. International Institute for Sustainable Development, 2001. https://www.iisd.org/system/files/publications/networks_operating_principles.pdf.

Wikipedia

{{cite report |last1=Creech |first1=Heather |title=Strategic Intentions: Principles for Sustainable Development Knowledge Networks |publisher=International Institute for Sustainable Development |date=12 September 2001 |url=https://www.iisd.org/system/files/publications/networks_operating_principles.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{creech2001strategic, author = {Creech, Heather}, title = {{Strategic Intentions: Principles for Sustainable Development Knowledge Networks}}, institution = {International Institute for Sustainable Development}, year = {2001}, month = sep, url = {https://www.iisd.org/system/files/publications/networks_operating_principles.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }