In 1996, the World Bank made a commitment to develop a world-class knowledge management system and to improve and expand the sharing of development knowledge with clients and partners. This independent evaluation finds that while the initiative has allowed staff, clients, and partners to have faster and easier access to Bank knowledge, the new knowledge sharing activities have not been tightly linked to the Bank’s core lending and non-lending processes. As a result, their impact on Bank development effectiveness has been limited. Now entering the seventh year of its knowledge initiative, the Bank needs to move deliberately to embed knowledge sharing processes in its core business processes and manage its knowledge services for results.

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