Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/27722
Appears in Collections:History and Politics Journal Articles
Peer Review Status: Refereed
Title: Knowledge management for policy impact: the case of the European Commission's Joint Research Centre
Author(s): Topp, Lene
Mair, David
Smillie, Laura
Cairney, Paul
Issue Date: 10-Jul-2018
Citation: Topp L, Mair D, Smillie L & Cairney P (2018) Knowledge management for policy impact: the case of the European Commission's Joint Research Centre. Palgrave Communications, 4, Art. No.: 87. https://doi.org/10.1057/s41599-018-0143-3
Abstract: The European Commission’s Joint Research Centre (JRC) employs over 2000 scientists and seeks to maximise the value and impact of research in the EU policy process. To that end, its Knowledge management for policy (KMP) initiative synthesised the insights of a large amount of interdisciplinary work on the 'evidence-policy interface' to promote a new skills and training agenda. It developed this training initially for Commission staff, but many of its insights are relevant to organisations which try to combine research, policymaking, management, and communication skills to improve the value and use of research in policy. We recommend that such organisations should develop teams of researchers, policymakers, and 'knowledge brokers' to produce eight key practices: (1) research synthesis, to generate 'state of the art' knowledge on a policy problem; (2) management of expert communities, to maximise collaboration; (3) understanding policymaking, to know when and how to present evidence; (4) interpersonal skills, to focus on relationships and interaction; (5) engagement, to include citizens and stakeholders; (6) effective communication of knowledge; (7) monitoring and evaluation, to identify the impact of evidence on policy; and (8) policy advice, to know how to present knowledge effectively and ethically. No one possesses all skills relevant to all these practices. Rather, we recommend that organisations at the evidence-policy interface produce teams of people with different backgrounds, perspectives, and complementary skills.
DOI Link: 10.1057/s41599-018-0143-3
Rights: This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons license, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons license and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/.

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