Organizational learning and knowledge-sharing are key competitive characteristics of nowadays global organizations (Teale, 2003). The development and exploitation of the intangible capabilities of an organization is a successful approach for increasing organizational responsiveness to the continuously changing external environment (Little, 2002).
Being challenged by the dynamic world of complex needs and expectations, organizations need to effectively and efficiently manage their internal base of resources. An essential organizational resource is knowledge (Choo, 2002). It is not only an essential resource itself but a facilitator and stimulator of new internal capabilities (Little, 2002).
The aim of this assignment is to analyze the World Bank needs and initiatives taken to transform to a knowledge-sharing organization. Each initiative is critically evaluated as each has its advantages and disadvantages. The extent to which the bank was successful is analyzed by evaluating the effectiveness of the Bank to meet the objectives of its knowledge-sharing program. Specific recommendations of what could have been done better are drawn after the summarizing conclusion at the end.
Why did the World Bank want to develop its knowledge-sharing program and what challenges did they face in doing so?
The World Bank is a global leader in the provision of financial and non-financial support to slowly developing countries. The dynamic external environment and the emergence of more demanding customers’ expectations as also the increased rivalry from other financial institutions alerted the Bank that internal transformations were necessary to stay competitive and serve the purpose ...