Bibliografía: p. 101-103.

Acknowledgments -- Foreword -- Abbreviations and acronyms -- Executive summary -- 1. Introduction -- 2. A highly relevant strategy -- 3. Internal knowledge sharing to improve Bank operations -- 4. Sharing knowledge with clients and partners -- 5. The supporting institutional infrastructure -- 6. Conclusions and recommendations -- Endnotes -- Bibliography -- Annexes -- Boxes -- Tables -- Figures.

The knowledge initiative aims to expand knowledge sharing as a way of doing business-not a separate line of business. It also proposes, appropriately, a comprehensive strategy to bring about both internal and external changes. This evaluation examines the relevance of that strategy and the institutional infrastructure put in place to implement it. It also reviews the effectiveness of the strategy's three main areas of innovation: Network and Regional internal knowledgesharing activities among Bank staff; Regional and country external knowledge sharing with clients; The three Bank-supported global knowledge initiatives that have the broadest knowledge-sharing scope are: The Development Gateway, The Global Development Learning Network, and the Global Development Network. The transfer of knowledge and information has always been a dimension of the Bank's role. And clients, partners, and the international community at large have long seen the Bank as a main source of high-quality development analysis and expertise. The 1996 knowledge initiative raises the profile of this aspect of the Bank's role, in order to foster the changes inside and outside, the Bank needed to leverage knowledge for development more effectively.