International organizations are increasingly focusing on organizational learning. The experience accumulated by development agencies throughout the world has become a source of organizational knowledge, which, according to Nonaka, is transferred through processes of socialization and externalization. Based upon three case studies and in-depth interviewing of World Bank managers and evaluators over two years, this article explores the contribution of evaluation to organizational learning. The study analyses the use patterns of evaluation as a source of knowledge within the World Bank. Findings show that participatory designs and processes favour socialization of tacit knowledge through interaction between organizational members. Theory-driven evaluations help externalize tacit into codified or explicit knowledge. Particular evaluation constructs – i.e. ‘chilling effect’ – provide vocabulary that clarifies discussion and debate for strategic planning. Overall, managers value those evaluation properties associated with (a) first-hand data collection within country case studies, and (b) theory-driven analyses, externalizing tacit insights coming from the field.
The Contribution of Evaluation to Externalization and Socialization of Tacit Knowledge
MARRA, MITA
2004
Abstract
International organizations are increasingly focusing on organizational learning. The experience accumulated by development agencies throughout the world has become a source of organizational knowledge, which, according to Nonaka, is transferred through processes of socialization and externalization. Based upon three case studies and in-depth interviewing of World Bank managers and evaluators over two years, this article explores the contribution of evaluation to organizational learning. The study analyses the use patterns of evaluation as a source of knowledge within the World Bank. Findings show that participatory designs and processes favour socialization of tacit knowledge through interaction between organizational members. Theory-driven evaluations help externalize tacit into codified or explicit knowledge. Particular evaluation constructs – i.e. ‘chilling effect’ – provide vocabulary that clarifies discussion and debate for strategic planning. Overall, managers value those evaluation properties associated with (a) first-hand data collection within country case studies, and (b) theory-driven analyses, externalizing tacit insights coming from the field.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.