Knowledge Sharing Initiatives at the World Bank - Creating a Knowledge Bank
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Abstract
By the early 2000s, the World Bank was one of the foremost knowledge organizations in the world. It made a commitment to promote knowledge sharing within the organization in 1996, when it realized that the distance from its headquarters to operational regions had become a major obstacle in objective achievement. While the process of transformation into a 'knowledge bank' was not easy, the Bank accomplished it successfully and set up a system that extended around the world.
The case describes the World Bank's journey from a lending institution to a knowledge leader. It examines the need for knowledge sharing at the World Bank and the obstacles it overcame in the process. It also describes how the World Bank created a global knowledge community using web-based tools, as well as the role and development of thematic groups. The importance of tailoring the organization's structure and human resource policies to knowledge sharing is also examined. The case concludes with an analysis of the strengths and weaknesses of the knowledge sharing system at the World Bank.
Representatives of the 45 countries that attended the conference signed the Bretton
Woods Agreement in July 1944. The Agreement set up a system of rules,
institutions and procedures to regulate world economy and help in reconstruction
efforts of war- ravaged nations. The International Bank for Reconstruction and Development (IBRD) and the International Monetary Fund (IMF) were the institutional arrangements created under the Agreement to aid reconstruction. They came to be known as the 'Bretton Woods Twins'.
The IBRD, popularly known as the World Bank, formally came
into existence on December 27, 1945, and became operational in June 1946, with
an initial authorized capital of $12 billion. Initially, the World Bank focused
on the reconstruction of Europe and Japan, while also concerning itself with
promoting growth in less developed regions of Africa, Asia and Latin America. It
mainly gave loans at low interest rates to help finance large scale projects
like construction of airports, highways and power plants. However, as the
economies of Europe and Japan revived, the Bank shifted its focus more towards
developing nations.
In the 1970s and 1980s, the Bank faced criticism for some of
its policies and social and economic issues came into focus. The critics called
the World Bank a promoter of 'neo-colonialism' and condemned its interference in
the national politics of countries which depended on it for loans. They said the
US, the most powerful country in the Bank's membership, sought to promote its
own interests through the Bank's policies. (Refer I Exhibit on the membership composition of the World Bank). To address these issues, the Bank set up a three member Inspection Panel in 1994 to examine the allegations.
In the early 1990s, the World Bank announced that its specific objective was the elimination of global poverty. It became involved in several local small scale industries in different countries and set up facilities to improve the general standard of living in the least developed areas of the world. ....
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TOWARDS A KNOWLEDGE ORGANIZATION
CREATING A GLOBAL COMMUNITY
FACILITATING KNOWLEDGE SHARING
A KNOWLEDGE FUTURE
EXHIBIT I : MAIN MEMBERS OF THE WORLD BANK
EXHIBIT II : THE WORLD BANK GROUP
ADDITIONAL READINGS OR REFERENCES
Case Code ITSY043 Case Length 10 Pages Period 1996-2004 Organization World Bank Pub Date 2004 Teaching Note Available Countries USA Industry Banking
Issues
The teaching objectives of the case are:
To study the knowledge sharing initiative of a large organization with global operations.
To understand the challenges faced in implementing a knowledge sharing programme at a global level.
To appreciate the need for a knowledge initiative in organizations operating globally.
To analyse the role and importance of the human element in the implementation of any organization-wide initiative, in this case, knowledge sharing.
To appreciate the importance of top management support in the success or failure of any large scale project in an organization.
Keywords
World Bank, Knowledge management, James Wolfensohn, Bretton Woods conference, International Bank for Reconstruction and Development (IBRD), Thematic groups, Global community, IBM, Communities of practice, Knowledge sharing, Organization structure, Organizational culture, International Finance Corporation, The Multilateral Investment Guarantee Agency and The International Centre for Settlement of Investment Disputes.
Please note:
This case study was
compiled from published sources, and is intended to be used as a basis for
class discussion. It is not intended to illustrate either effective or
ineffective handling of a management situation. Nor is it a primary
information source.
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