Publication: Becoming a Knowledge-Sharing Organization: A Handbook for Scaling Up Solutions through Knowledge Capturing and Sharing
Loading...
Files in English
119,473 downloads
Published
2016-11-02
ISSN
Date
2016-11-02
Author(s)
Editor(s)
Abstract
This volume offers a simple, systematic guide to creating a knowledge sharing practice in your organization. It shows how to build the enabling environment and develop the skills needed to capture and share knowledge gained from operational experiences to improve performance and scale-up successes. Its recommendations are grounded on the insights gained from the past seven years of collaboration between the World Bank and its clients around the world—ministries and national agencies operating in various sectors—who are working to strengthen their operations through robust knowledge sharing. While informed by the academic literature on knowledge management and organizational learning, this handbook’s operational background and many real-world examples and tips provide a missing, practical foundation for public sector officials in developing countries and for development practitioners. However, though written with a public sector audience in mind, the overall concepts and approaches will also hold true for most organizations in the private sector and the developed world.
Link to Data Set
Citation
“Janus, Steffen Soulejman. 2016. Becoming a Knowledge-Sharing Organization: A Handbook for Scaling Up Solutions through Knowledge Capturing and Sharing. © World Bank. http://hdl.handle.net/10986/25320 License: CC BY 3.0 IGO.”
Digital Object Identifier
Associated URLs
Associated content
Other publications in this report series
Journal
Journal Volume
Journal Issue
Collections
Related items
Showing items related by metadata.
Publication Capturing Solutions for Learning and Scaling Up(Washington, D.C.: World Bank, 2017-07-19)Is your organization missing important lessons from its operational experiences? This step-by-step guide shows you how to systematically capture such knowledge and use it to inform decision making, support professional learning, and scale up successes. The captured lessons--knowledge assets, the central element needed for learning--are consistently formatted documents that use operational experience to answer a specific question or challenge. The guide describes how to create and use knowledge assets in five steps: (1) identify important lessons learned by participants, (2) capture those lessons with text or multimedia documents, (3) confirm their validity, (4) prepare them for dissemination, and (5) use them for sharing, replication, and scaling up. Included tools, templates, and checklists help you accomplish each step.Publication Knowledge Sharing : A Review of the Literature(World Bank, Washington, DC, 2003)A successful knowledge-sharing effort requires a focus on more than simply the transfer of the specific knowledge. Instead, many of the activities to be undertaken need to focus on structuring and implementing the arrangement in a way that bridges both existing and potential relationship issues, and examining the form and location of the knowledge to ensure its complete transfer. In other words, while the activities used to share knowledge, such as document exchanges, presentations, job rotations, etc., are important, overcoming the factors that can impede, complicate and even harm knowledge internalization are equally important in determining the ultimate results of a knowledge-sharing effort. Accordingly, any evaluations of the Bank s knowledge-sharing efforts need to incorporate assessments of its use of activities related to understanding the form and embedded knowledge, establishing and managing appropriate administrative structures, and facilitating the transfer of the knowledge.Publication Learning and Results in World Bank Operations : How the Bank Learns, Evaluation 1(World Bank Group, Washington, DC, 2014-07)Knowledge, learning, and innovation are one of eight objectives that will be monitored in the Bank's new strategy. The independent evaluation group (IEG) is conducting a program of learning and results evaluations to promote a better understanding of how the World Bank acquires, captures, and transfers knowledge and learning in its lending operations, and what scope there is for improving. The objective of the program is to delineate attributes of effective learning in World Bank lending. These attributes refer to learning into lending (inputs into project design); learning while lending (feedback and modifications of design and implementation while the project is underway); and learning from lending (lessons from the project that were transmitted to other projects). The evaluation program will assess how the Bank can become better at generating, accessing, and using learning and knowledge in its lending operations. It acknowledges the importance of the feedback from knowledge to learning and from learning back to enhanced knowledge. The report is organized as follows: chapter one gives approach and context. Chapter two explores two essential aspects of learning - knowledge exploitation and knowledge exploration and the factors influencing them. Chapter three examines the contribution of mentoring. Chapter four addresses the extent to which incentives, leadership, and culture are aligned to promote learning in lending. Chapter five considers the implications of the report's findings, for the Bank's change process, for IEG, and for the design of the second evaluation in IEG's learning and results series.Publication Making South-South Happen : Ten Years of Knowledge Exchange through the Global Development Learning Network(2010-10)"As businesswomen, we want to find how we can network cost effectively. We have a better future, because when you network, you get markets, you get experience, you get success stories from different places." These were the comments made by Dina Bina, a small flower shop owner in Dar es Salaam and the Chair of the Tanzania Women�s Chamber of Commerce.Publication Learning and Results in World Bank Operations(World Bank, Washington, DC, 2015-01)This report is the second in a program of evaluations that the independent evaluation group (IEG) is conducting on the learning that takes place through World Bank projects. Learning and knowledge are treated as parts of a whole and are presumed to be mutually reinforcing. The evaluation program addresses the following overarching questions: how well has the World Bank learned in its lending operations?; and what is the scope for improving how it generates, accesses, and uses learning and knowledge in these operations? Evaluation two includes findings from seven country case studies and interviews with Bank staff about their early experience of working within the Bank’s new global practices structure, which became operational on July 1, 2014. The aim is to assess the pre-FY2015 evidence in light of the new structure and roles, and to ask how long-term trends are likely to be modified as reforms evolve. Surveys and interviews reveal that, when it comes to managing projects, Bank staff rely first and foremost on a process of informal learning, leading to a gradual accumulation of tacit knowledge. Informal learning and tacit knowledge are built on the behaviors that flow from mindsets and from the characteristics and operating rules of the groups that individuals belong to. These behavioral underpinnings are mediated by incentives that institutions like the Bank provide to staff. The Bank has launched several important learning initiatives, such as the operational core curriculum. Chapter one presents approach. Chapter two mines the academic and management literature to examine the behavioral underpinnings of informal learning and tacit knowledge. Chapter three examines how individual and team behavior is mediated by the incentives that the Bank offers staff. Chapters four, five, and six examine three operational orientations of particular relevance to the new Bank: balancing of global and local focus, adaptiveness, and results focus. Chapter seven presents recommendations.
Users also downloaded
Showing related downloaded files
Publication Africa's Pulse, No. 30, October 2024: Transforming Education for Inclusive Growth(Washington, DC: World Bank, 2024-10-14)Sub-Saharan Africa's growth recovery has resumed. Economic activity in the region is projected to grow by 3.0 percent in 2024, after bottoming out at 2.4 percent in 2023. Private consumption and investment contributions have supported the growth recovery in 2024. Growth is expected to accelerate further to 4 percent in 2025-26. However, the outlook remains uncertain despite falling global inflation and resilient global activity supporting growth in the region. Sub-Saharan Africa needs to further accelerate growth to reduce extreme poverty and enhance prosperity. GDP per capita is projected to grow by 0.5 percent in 2024 and 1.4 percent in 2025, but this expected increase would still leave the region's living standards below their level in 2014. Macroeconomic stability and human capital investments needed to achieve inclusive growth and transform the education system are vital for the region. Efforts should focus on equipping children with basic skills and providing the youth and workforce with higher-order skills. Increasing investment in education, efficient spending, and collaboration with local partners are needed to achieve universal education by 2030. Addressing these challenges will require a strong policy response to bridge the spending gap and meet education goals.Publication Migrants, Markets, and Mayors(Washington, DC: World Bank, 2023-12-14)Research on migration and urban development in Africa has primarily focused on larger cities and rural-to-urban migration. However, 97 percent of Africa’s urban centers have fewer than 300,000 inhabitants, and a sizable share of urban migrants come from other urban areas. A more holistic and dynamic perspective, incorporating migration flows along the full urban hierarchy, as well as urban-urban migrants, is needed to better understand and leverage migration for urban development. Migrants, Markets, and Mayors: Rising above the Employment Challenge in Africa’s Secondary Cities draws on demographic data, research literature, key informant interviews, and empirical research to better understand how migrants in Africa’s secondary cities fare in urban labor markets, how they affect aggregate urban productivity, and how mayors can leverage migrants’ potential to the benefit of all. It explores these questions across countries and four urban case settings: Jijiga in Ethiopia, Jinja in Uganda, and Jendouba and Kairouan in Tunisia. Although mayors in secondary cities often see migrants as a burden to their cities’ labor markets and a threat to development, the report finds that migrants contribute increasingly less to urban population growth and that they usually strengthen the resident labor force. The report also finds that labor market outcomes for migrants are at least as good as those for nonmigrants. Africa’s secondary cities are well placed to leverage migration, but evidence-based policies are needed to manage the growth and development of land and labor markets. The report reviews policy options that mayors can take to strengthen the financial, technical, and planning capacity of secondary cities and better leverage migration to benefit migrants and nonmigrants alike. ------------------------------------------------------------------------------------------------------ "Much of the literature on migration to cities examines migration in a nonspatial fashion or focuses on rural-urban migration to the largest, most visible cities. This volume fills a gap by focusing on migration to secondary cities, coming up with a compelling set of facts. Overall, the volume is very well done and sets a benchmark for future research." – J. Vernon Henderson, School Professor of Economic Geography, London School of EconomicsPublication Altered Destinies: The Long-Term Effects of Rising Prices and Food Insecurity in the Middle East and North Africa(Washington, DC : World Bank, 2023-04-06)Growth is forecasted to slow down for the Middle East and North Africa region. The war in Ukraine in 2022 exacerbated inflationary pressures as the world recovered from the COVID 19 pandemic induced recession. The response by central banks to raise rates to curb inflation is slowing economic activity, while rising food prices are making it difficult for families to put meals on the table. Inflation, when it stems from food prices, hits the poor harder than the rich, thus compounding food insecurity in MENA that had been rising over decades. The immediate effects of food insecurity can be a devastating loss of life, but even temporary increases in food prices can cause long-term irreversible damages, especially to children. The rise in food prices due to the war in Ukraine may have altered the destinies of hundreds of thousands of children in the region, setting them on paths to limited prosperity. Food insecurity imposes challenges to a region where the state of child nutrition and health were inadequate before the shocks from the COVID-19 pandemic. The report discusses policy options and highlights the need for data to guide effective decision making.Publication Digital Africa(Washington, DC: World Bank, 2023-03-13)All African countries need better and more jobs for their growing populations. "Digital Africa: Technological Transformation for Jobs" shows that broader use of productivity-enhancing, digital technologies by enterprises and households is imperative to generate such jobs, including for lower-skilled people. At the same time, it can support not only countries’ short-term objective of postpandemic economic recovery but also their vision of economic transformation with more inclusive growth. These outcomes are not automatic, however. Mobile internet availability has increased throughout the continent in recent years, but Africa’s uptake gap is the highest in the world. Areas with at least 3G mobile internet service now cover 84 percent of Africa’s population, but only 22 percent uses such services. And the average African business lags in the use of smartphones and computers as well as more sophisticated digital technologies that catalyze further productivity gains. Two issues explain the usage gap: affordability of these new technologies and willingness to use them. For the 40 percent of Africans below the extreme poverty line, mobile data plans alone would cost one-third of their incomes—in addition to the price of access devices, apps, and electricity. Data plans for small- and medium-size businesses are also more expensive than in other regions. Moreover, shortcomings in the quality of internet services—and in the supply of attractive, skills-appropriate apps that promote entrepreneurship and raise earnings—dampen people’s willingness to use them. For those countries already using these technologies, the development payoffs are significant. New empirical studies for this report add to the rapidly growing evidence that mobile internet availability directly raises enterprise productivity, increases jobs, and reduces poverty throughout Africa. To realize these and other benefits more widely, Africa’s countries must implement complementary and mutually reinforcing policies to strengthen both consumers’ ability to pay and willingness to use digital technologies. These interventions must prioritize productive use to generate large numbers of inclusive jobs in a region poised to benefit from a massive, youthful workforce—one projected to become the world’s largest by the end of this century.Publication Ghana National Health Insurance Scheme(Washington, DC: World Bank, 2017-07-31)Ghana National Health Insurance Scheme (NHIS) was established in 2003 as a major vehicle to achieve the country’s commitment of Universal Health Coverage. The government has earmarked value-added tax to finance NHIS in addition to deduction from Social Security Trust (SSNIT) and premium payment. However, the scheme has been running under deficit since 2009 due to expansion of coverage, increase in service use, and surge in expenditure. Consequently, Ghana National Health Insurance Authority (NHIA) had to reduce investment fund, borrow loans and delay claims reimbursement to providers in order to fill the gap. This study aimed to provide policy recommendations on how to improve efficiency and financial sustainability of NHIS based on health sector expenditure and NHIS claims expenditure review. The analysis started with an overall health sector expenditure review, zoomed into NHIS claims expenditure in Volta region as a miniature for the scheme, and followed by identifictation of factors affecting level and efficiency of expenditure. This study is the first attempt to undertake systematic in-depth analysis of NHIS claims expenditure. Based on the study findings, it is recommended that NHIS establish a stronger expenditure control system in place for long-term sustainability. The majority of NHIS claims expenditure is for outpatient consultations, district hospitals and above, certain member groups (e.g., informal group, members with more than five visits in a year). These distribution patterns are closely related to NHIS design features that encourages expenditure surge. For example, year-round open registration boosted adverse selection during enrollment, essentially fee-for-service provider mechanisms incentivized oversupply but not better quality and cost-effectiveness, and zero patient cost-sharing by patients reduced prudence in seeking care and caused overuse. Moreover, NHIA is not equipped to control expenditure or monitor effect of cost-containment policies. The claims processing system is mostly manual and does not collect information on service delivery and results. No mechanisms exist to monitor and correct providers’ abonormal behaviors, as well as engage NHIS members for and engaging members for information verification, case management and prevention.