Knowledge Management at the World Bank

The study examines the best ways at which the World Bank can advance its knowledge management activities by incorporating the contribution of external partners. The World Bank seeks to advance the application of knowledge management in its daily operation by incorporating personal experiences of other individuals.

Running head: KNOWLEDGE MANAGEMENT AT THE WORLD BANK
Knowledge Management at the World Bank
Name
Institution

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Introduction
Knowledge Management (KM) refers to the steps involved in the identification,
collection, storage and sharing implicit, explicit and tacit information within and outside an
organisation. Most organisations use the intranet to gather and disseminate information.
Sources of knowledge include corporate announcements, blog spots, videos and news articles
(Becerra-Fernandez & Sabherwal, 2014). However, companies are now turning to the internet
as a means of advancing their knowledge management capabilities. As a scientific discipline,
the application of knowledge management is theories such as organisational, ecological and
tacit. The study examines the best ways at which the World Bank can advance its knowledge
management activities by incorporating the contribution of external partners (Uden, Hadzima,
& Ting, 2018).
Background
The World Bank not only focus on the provision of financial services to reduce
poverty, especially in developing countries. The bank acknowledges the importance of
knowledge in fulfilling its goals and objectives. Although World Bank has been using the
intranet to manage the flow of information in the organisation, the approach was more
centralised which hindered a seamless flow of information between the head office and field
officer. Generally, it would take at least one day before a field officer gets a response on an
urgent matter from the head office. Moreover, external partners were not involved in
collecting and sharing of information on the effective ways of improving the living
conditions of people globally (Uden, Hadzima, & Ting, 2018). The bank seeks to advance the
application of knowledge management in its daily operation by incorporating personal
experiences of other individuals.

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Key Issues and Problem
The World Bank wants to bring about radical changes in its knowledge management
system. However, the bank is facing challenges on how best to combine the contribution of
external parties and organisational goals to provide the best financial and non-financial
solutions to the customers. The organisation seeks to improve its knowledge management
activities by using the internet and social media platforms. However, some countries are
reluctant towards allowing internet within its jurisdiction citing security issues. Others lack
the necessary infrastructures. The World Bank is faced with three key issues that need to be
addressed. First, identifying potential interventions for the next phase of growth of its
knowledge management activities. Second, how best to apply knowledge management to
core business activities. And three, identifying how knowledge would be used to help
customers in developing countries strategically.
Relevant theories to address problems
Three prevailing theories present approaches that can be applied by World Bank to
handle knowledge management and processes. First, organisational knowledge management
theory examines the structure of an organisation and how they can be designed hierarchically
and culturally to manage knowledge. Second, Ecological knowledge management theory
focuses on the relationships that bring individuals together. The theory focuses on the
connections that bring people, thematic groups, communities, and organisations together
(Dalkir, 2013). Ecological KM theory states that there must exist both internal and external
factors that push people to come together and share knowledge and experiences. And third,
Techno-centric theory address the established technological processes that support the store
and flow of information between the organisation and its clients. The three theories clearly

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show that knowledge management involves people, technology and processes (Palacios-
Marqués, 2015).
Mind Map/ Concept Diagram
Mid Map refers to a diagrammatic presentation of a concept. Mind Map links the
identified problems to the proposed solutions. The knowledge management at World Bank
can be presented using a mind map as shown below.
Problem-Solving Objectives
Identification of the need for knowledge management
1. Discovering the existing knowledge
2. Acquisition of
Knowledge Management
3. Involving External
partners to create a new
knowledge management
4. Storing, organising, and
transferring knowledge
5. Sharing knowledge with External
partners
6. Implementing, Using and applying the obtained knowledge

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The three key issues/ problems can be solved as illustrated below.
a. Identifying potential interventions for the next phase of growth of knowledge
management activities.
World Bank already has a traditional culture that supports both internal and external
sharing of knowledge. First, the organisation has a satellite technology that promotes global
communication. And second, World Bank has over 100 thematic groups that support creation
and sharing of information. The next phase of knowledge management should focus on
developing IT infrastructures. With the advancement of internet, the World Bank should turn
to social media platforms as mediums of sharing knowledge. Social media platforms would
ensure effective and global sharing of knowledge (Cordes-Berszinn, 2013). Likewise, the
World Bank should conduct an independent review of its knowledge management processes
and interventions to identify areas that need improvement. The improvement would allow the
company to align KM with its core business activities. World Bank should use traditional
technologies such as customer care offices and 24-hour hotlines in areas where customers
have no access to the internet. Traditional technologies would increase the efficiency and
effectiveness of handling inquiries from customers (Talamo & Bonanomi, 2015).

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b. Applying knowledge management on core business activities.
The four activities under KM are knowledge; creation, translation, mobilisation, and
transfer. Each activity plays an important role in fulfilling the World Bank's core business
activities.
Knowledge Creation
Knowledge creation refers to the transfer, combination, and conversion of information.
World Bank should employ right KM strategies that align with its business strategy. First, the
World Bank should develop personalising strategy that supports knowledge exchange
between its employees. The organisation should support the culture of communication
through learning and apprenticeship. Therefore, the World Bank should recruit employees
from different cultures and backgrounds to support diversified sharing of information/
knowledge. Second, the World Bank should develop shared visions and team learning that
encourage learning from one another (Guchait, Lei, & Tews, 2016).
Knowledge Mobilisation
Knowledge mobilisation refers to using research to make decisions. First, the World
Bank should identify its end users as a way of saving resources. Forming a relationship with
end users allows the World Bank to conduct relevant knowledge-based researches that are
relevant to the end users. Second, the World Bank should frequently update end users with
the latest information that is relevant to the situation facing them (McInerney & Koenig,
2011).

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Knowledge transfer
Knowledge refers to the act of transferring information from one user, situation or pace
to another. World Bank can apply two ways to improve knowledge transfer. First, the
organisation should improve its global help desk system. Liaison offices should be
established to facilitate constant communication between the headquarter and branches.
Likewise, the World Bank should put help desk run by professional in place to provide
reliable advice to the customers. Second, knowledge should be leveraged to eliminate
reinvention and duplication (Edwards, 2016).
Knowledge translation
Knowledge translation refers to presenting knowledge in simple ways that can easily be
understood by different users. World Bank should train its expertise working in different
cultures the importance of using tools such as stories to communicate with customers. The
stories used should relate to specific problems facing the audience (Henderson, 2003).
c. Identifying how knowledge would be used to strategically help customers in developing
countries.
Three interventions can be used by the World Bank to help customers in developing
countries strategically. First, the World Bank should provide professional guidance to such
customers. The customers should be provided with guidelines for applying the knowledge
provided by the bank. Likewise, the knowledge manager should allocate to each client to help
with understanding the knowledge as well as monitor the client's application of the
knowledge (Massaro & Garlatti, 2015).

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Second, the World Bank should facilitate exchange training programs for employees in
developing countries. Exchange training programs will help employees from developing
countries to advance their management skills in developed countries. Interacting with
experienced employees from developed countries help in sharing knowledge and adopt
advanced technology which would improve the seamless flow of information back home.
Likewise, the World Bank should send its experienced employees to developing countries to
practically solve knowledge management problems (O'Brien, 2010).
Third, the World Bank should forge long term relationship with governments of
developing countries. Supportive government policies will help to implement and promote
World Bank projects. A good relationship with the government allows the World Bank to get
closer to the potential customers (Becerra-Fernandez & Sabherwal, 2014).

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World Bank KM Implementation/Action Plan
Tasks and Topics Brief Description Benefits Level of required
resources
Writing the processes Writing down the key
steps of the KM
The method is stable;
offer quick references
and involve capturing
routine tasks
Low
Process formalization Using both manual and
automated methods to
complete specific steps
Important when
completing tasks that
involve many users.
Medium
Expert system Applying experts to
analyse and make
judgment on collected
information
Support creation of
models that support
complex decision
making
High
On the Job Learning
Filling key positions Experienced employees
work together with new
employees
Support training new
employees to handle key
positions
Low
Cross training Using employees from
developed countries to
train employees from
developing countries on
handling overlapping
jobs
Help in developing
knowledge
diversification at low
costs
Medium
Communities of Practice Regular communication
between employees
handling similar jobs
Help to bring together
employees from different
background and cultures
to share ideas
Medium
Sharing experience
Storytelling Employees are brought
together through
thematic groups to share
their daily experiences
and challenges that face
them at work
Employees hold tact
knowledge on World
Bank operations which
can be shared effectively
using storytelling
techniques.
High
Developing leaders
Rotation program Selecting employees to
work in different
departments within the
organisation
Support exposure to
leadership traits
High
Leadership Program Selecting employees to Support exposure to High

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undergo leadership
programs
leadership traits
References
Becerra-Fernandez, I., & Sabherwal, R. (2014). Knowledge Management: Systems and
Processes. London: Routledge.
Cordes-Berszinn, P. (2013). Dynamic Capabilities: How Organisational Structures Affect
Knowledge Processes. London: Palgrave Macmillan UK.
Dalkir, K. (2013). Knowledge Management in Theory and Practice. London: Routledge.
Edwards, J. S. (2016). The Essentials of Knowledge Management. London: Springer.
Guchait, P., Lei, P., & Tews, M. J. (2016). Making Teamwork Work: Team Knowledge for
Team Effectiveness. The Journal of Psychology.
Henderson, R. I. (2003). Compensation Management in a Knowledge-Based World (9th ed
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Massaro, M., & Garlatti, A. (2015). ECKM2015-16th European Conference on Knowledge
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limited.
McInerney, C. R., & Koenig, M. E. (2011). Knowledge Management (KM) Processes in
Organizations: Theoretical Foundations and Practice. San Rafael, California:
Morgan & Claypool Publishers.

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O'Brien, E. (2010). Knowledge Management for Process, Organizational and Marketing
Innovation: Tools and Methods: Tools and Methods. Alberta: Idea Group Inc.
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