Form follows Function: Management and governance of a formal knowledge network

The guide outlines a framework for creating formal knowledge networks, emphasizing that 'form follows function.' It argues that networks should move beyond 'hub and spokes' models toward collaborative structures that leverage a 'network advantage'—joint value creation, links to policy processes, and capacity development. The author details criteria for partner selection, the critical role of the network manager, and the importance of codifying governance only after relationships have matured. It also addresses the inclusion of young professionals and women, and the need for 'sunset clauses' to manage the network's lifespan.

• The 'network advantage' is achieved when members move beyond individual projects to focus on joint value creation, linking knowledge to policy processes and action, and developing capacity across the network.
• Effective network formation requires a scoping phase to explore mutual interests and a personal approach to recruiting dedicated partners rather than using generic calls for expressions of interest.
• Partner selection should be based on specific criteria, including policy research expertise (mavens), access to decision makers (connectors), and communications capacity (salespeople).
• The network manager (or co-coordinator) is pivotal to success, responsible for managing information flow, keeping participants engaged, and monitoring financial health while keeping ties 'loose but still close enough to be manageable.'
• Governance should be formalized only after members have worked together for a period of time, as premature codification risks allowing the most vocal members to dictate terms without a clear understanding of how the network functions.
• Knowledge networks can be structured as strategic alliances, research network models (where members are equal partners), or autonomous legal entities, though the latter may diminish the network advantage by centralizing responsibility.
• To avoid networks persisting after they have outlived their purpose, designers should include a 'sunset clause' or a preset evaluation period in the governance agreement.
• Financial sustainability is a chronic challenge; the guide suggests that coordination functions should be funded through a formula agreed upon by members, rather than relying solely on project-specific grants.

APA

Creech, H. (2001). Form follows Function: Management and governance of a formal knowledge network. International Institute for Sustainable Development. https://www.iisd.org/system/files/publications/networks_structure.pdf

Chicago

Creech, Heather. Form follows Function: Management and governance of a formal knowledge network. International Institute for Sustainable Development, 2001. https://www.iisd.org/system/files/publications/networks_structure.pdf.

Wikipedia

{{cite report |last1=Creech |first1=Heather |title=Form follows Function: Management and governance of a formal knowledge network |publisher=International Institute for Sustainable Development |date=12 September 2001 |url=https://www.iisd.org/system/files/publications/networks_structure.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{creech2001form, author = {Creech, Heather}, title = {{Form follows Function: Management and governance of a formal knowledge network}}, institution = {International Institute for Sustainable Development}, year = {2001}, month = sep, url = {https://www.iisd.org/system/files/publications/networks_structure.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }