KNOWLEDGE COPRODUCTION AND COMMUNICATION FOR COLLABORATION IN ORGANIZATIONS. AN ETHNOGRAPHIC STUDY OF AN AGRICULTURAL RESEARCH ORGANISATION (ARO).

Coproduction of Knowledge is critical in complex settings and environments with multiple transdisciplinary actors from the practitioners and scholars grounded in practice. In complex projects, joint work inquiry is often challenging due to differences in actors' backgrounds and interests, which slows the pace of scientifically proffered research solutions to life challenges. This study offers new insights into the reasoning and motivations behind actors with different disciplinary backgrounds working together to achieve the organisational goal of providing productive research results and how communication and collaboration play an essential role in the process. This paper examines the nexus of coproduction and the management process in knowledge generation in transdisciplinary organisations through active participation, communication, and collaboration. The data was gathered using ethnographic organisational entry strategies, including participant observations, official document reviews and interviews with scientists in ARO. The dataset was grouped and analyzed into the specific theme (knowledge management, data policy and copyright issues, communication processes, the integration of technical and non-technical knowledge from all actors in ARO etc.) using NVIVO software with narrations and phenomenal experiences from actors. The findings revealed that, for the production and management of the knowledge process to be effective and sustainable in organisations and projects, team members must acknowledge each actor's contribution to the inquiry process. Again, framing a data management policy that regulates and addresses each actor's interest is essential and tends to build confidence from other theme members. It further argues that integrating implicit and explicit knowledge of practitioners and scholars, the experienced and the inexperienced actors in teams, consolidates the quest to generate grounded knowledge to address life challenges. Each member's understanding of the others' areas of work and research has a corresponding and positive effect on the general underutilised knowledge, which in effect, means that a deeper level of interactions is required than it is happening. Complex project implementation requires a broader level of support, collaboration, and stakeholder buy-in, and a sense of respect for different opinions and team members' specialisations or responsibilities remains. The study recommends institutional leaders and policymakers promote internal social enhancement programs for effective knowledge co-production, management, and fluid communication. [ABSTRACT FROM AUTHOR]