Publication:
Learning and Results in World Bank Operations: Toward a New Learning Strategy, Evaluation 2

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dc.contributor.authorIndependent Evaluation Group
dc.date.accessioned2015-11-03T18:41:32Z
dc.date.available2015-11-03T18:41:32Z
dc.date.issued2015-01
dc.description.abstractThis 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.en
dc.identifierhttp://documents.worldbank.org/curated/en/2015/08/24952899/learning-results-world-bank-operations-toward-new-learning-strategy-evaluation-two
dc.identifier.doi10.1596/22818
dc.identifier.urihttps://hdl.handle.net/10986/22818
dc.languageEnglish
dc.language.isoen_US
dc.publisherWorld Bank, Washington, DC
dc.rightsCC BY 3.0 IGO
dc.rights.holderWorld Bank
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/igo/
dc.subjectSKILLS
dc.subjectFOCUS GROUPS
dc.subjectGOOD PRACTICE
dc.subjectDISCUSSION
dc.subjectCOMMUNITIES
dc.subjectRETURNS ON INVESTMENT
dc.subjectMENTORING
dc.subjectAWARENESS
dc.subjectORGANIZATIONAL LEARNING
dc.subjectFEEDBACK
dc.subjectKNOWLEDGE SHARING
dc.subjectCAREER DEVELOPMENT
dc.subjectINFORMATION TECHNOLOGY
dc.subjectFACE-TO-FACE MEETINGS
dc.subjectGLOBAL KNOWLEDGE
dc.subjectKNOWLEDGE MANAGER
dc.subjectKNOWLEDGE TRANSFER
dc.subjectBEHAVIORS
dc.subjectTRAITS
dc.subjectEXTERNAL KNOWLEDGE
dc.subjectBRAIN
dc.subjectINTELLIGENCE
dc.subjectDATA COLLECTION
dc.subjectINFORMATION
dc.subjectTEAM LEARNING
dc.subjectGUARDIANS
dc.subjectKNOWLEDGE CONVERSION
dc.subjectCAPACITY BUILDING
dc.subjectDISTANCE LEARNING
dc.subjectINFORMATION MANAGEMENT
dc.subjectORGANIZATIONAL NETWORK
dc.subjectCONTENT
dc.subjectKNOWLEDGE BROKER
dc.subjectTHINKING
dc.subjectLEADING
dc.subjectDECISIONS
dc.subjectACADEMIC RESEARCH
dc.subjectEXPERIMENTATION
dc.subjectORGANIZATIONAL CULTURE
dc.subjectINFORMATION SYSTEMS
dc.subjectREWARD SYSTEM
dc.subjectTYPE OF KNOWLEDGE
dc.subjectIDEA
dc.subjectCOLLABORATION
dc.subjectKNOWLEDGE
dc.subjectCOMMUNITY MEMBERS
dc.subjectCOMPLEX SYSTEM
dc.subjectCOMMUNICATIONS
dc.subjectINFORMAL KNOWLEDGE
dc.subjectDIFFUSION OF KNOWLEDGE
dc.subjectCOMPLEXITY
dc.subjectDATA
dc.subjectCRITICAL THINKING
dc.subjectWORKPLACE
dc.subjectIMAGINATION
dc.subjectINFORMAL LEARNING
dc.subjectSOCIAL NETWORK ANALYSIS
dc.subjectIDENTITY
dc.subjectPARTNERSHIPS
dc.subjectDOCUMENT
dc.subjectEXPERTS
dc.subjectGLOBALIZATION
dc.subjectIDEAS
dc.subjectDOCUMENTS
dc.subjectCOMPETENCIES
dc.subjectSOCIAL LEARNING
dc.subjectLEARNING
dc.subjectINSTITUTIONAL MEMORY
dc.subjectPROCESS
dc.subjectPRACTICE
dc.subjectTYPES OF KNOWLEDGE
dc.subjectINSIGHTS
dc.subjectPROBLEM SOLVING
dc.subjectEFFICIENCY
dc.subjectWORK…TEAMS
dc.subjectBELIEFS
dc.subjectMENTAL MODELS
dc.subjectTACIT KNOWLEDGE
dc.subjectKNOWLEDGE MANAGEMENT
dc.subjectWISDOM
dc.subjectCOMPETENCY
dc.subjectPROFESSIONAL TRAINING
dc.subjectINTERNAL KNOWLEDGE
dc.subjectDISCUSSIONS
dc.subjectEXIT INTERVIEWS
dc.subjectEXPLORATION
dc.subjectLEARNING CONCEPTS
dc.subjectGROUP LEARNING
dc.subjectBEST PRACTICES
dc.subjectPARTICIPATION
dc.subjectKNOWLEDGE BASE
dc.subjectBOUNDARIES
dc.subjectHEURISTICS
dc.subjectCOMMUNITIES OF PRACTICE
dc.subjectPROCESSES
dc.subjectKNOWLEDGE FOR DEVELOPMENT
dc.subjectORGANIZATIONAL KNOWLEDGE CREATION
dc.subjectBRAINSTORMING
dc.subjectBEST PRACTICE
dc.subjectDECISION-MAKING
dc.subjectSOCIAL NETWORKS
dc.subjectORGANIZATIONAL STRUCTURE
dc.subjectDECISION MAKING
dc.subjectINTELLECTUAL CAPITAL
dc.subjectORGANIZATIONAL KNOWLEDGE
dc.subjectLOGIC
dc.subjectCORE COMPETENCIES
dc.subjectSTORIES
dc.subjectCONCEPTUAL FRAMEWORK
dc.subjectWORK GROUP
dc.subjectNETWORK ANALYSIS
dc.subjectKNOWLEDGE STRATEGY
dc.subjectASSUMPTIONS
dc.subjectKNOWLEDGE FLOWS
dc.subjectCREATION OF KNOWLEDGE
dc.subjectMOVEMENT OF STAFF
dc.subjectCOMMUNITY OF PRACTICE
dc.subjectEXPLICIT KNOWLEDGE
dc.subjectKNOWLEDGE CREATION
dc.subjectUNDERSTANDING
dc.subjectTEAM WORK
dc.subjectHUMAN RESOURCES
dc.subjectABSORPTIVE CAPACITY
dc.subjectINTEGRATION
dc.subjectRETENTION
dc.subjectCOMPETITIVE ADVANTAGE
dc.subjectDECENTRALIZATION
dc.subjectINNOVATION
dc.subjectCONTINUOUS LEARNING
dc.subjectCHANGE PROCESS
dc.subjectPRACTITIONERS
dc.subjectCOMMUNICATION
dc.subjectRULES OF THUMB
dc.subjectAUDIT
dc.subjectSOURCES OF KNOWLEDGE
dc.subjectACTION REVIEW
dc.subjectOPERATIONAL KNOWLEDGE
dc.subjectKNOWLEDGE FLOW
dc.subjectCONCEPTS
dc.subjectVARIETY
dc.subjectMEMORY
dc.subjectDATABASE
dc.subjectDECISION-MAKING AUTHORITY
dc.subjectCOMMON INTEREST
dc.subjectTACIT DIMENSION
dc.subjectCONTAMINATION
dc.subjectCOMPETITION
dc.titleLearning and Results in World Bank Operationsen
dc.title.subtitleToward a New Learning Strategy, Evaluation 2en
dc.typeReporten
dc.typeRapportfr
dc.typeInformees
dspace.entity.typePublication
okr.date.disclosure2015-08-26
okr.date.doiregistration2025-04-14T12:27:13.536358Z
okr.doctypePublications & Research
okr.doctypePublications & Research::Working Paper
okr.docurlhttp://documents.worldbank.org/curated/en/2015/08/24952899/learning-results-world-bank-operations-toward-new-learning-strategy-evaluation-two
okr.guid522681468179638936
okr.identifier.externaldocumentum090224b083098b66_1_0
okr.identifier.internaldocumentum24952899
okr.identifier.report99152
okr.importedtrue
okr.language.supporteden
okr.pdfurlhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2015/08/26/090224b083098b66/1_0/Rendered/PDF/Learning0and0r0egy000evaluation0two.pdfen
okr.topicICT Policy and Strategies
okr.topicEducational Sciences
okr.topicKnowledge Economy
okr.topicKnowledge for Development
okr.topicEducation
okr.topicInformation and Communication Technologies
okr.topicMacroeconomics and Economic Growth
okr.topicFinance and Financial Sector Development
okr.unitIEG Public Sector (IEGPS)
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