The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness
The 1997 Bank reforms that introduced the matrix management concept aimed to adapt the organization to changing circumstances and address concerns among external stakeholders about the role of aid in development. The reforms were motivated largely...
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Washington, DC: World Bank
2013
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| Online Access: | http://documents.worldbank.org/curated/en/2012/04/17144669/matrix-system-work-evaluation-world-banks-organizational-effectiveness http://hdl.handle.net/10986/12230 |
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okr-10986-122302021-04-23T14:02:59Z The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness Independent Evaluation Group Dani, Anis ACCESS TO KNOWLEDGE ACCOUNTABILITIES ACCOUNTABILITY ACTUAL COSTS BEHAVIORS BEST PRACTICES BOUNDARIES BUSINESS DEVELOPMENT BUSINESS PROCESS CAPACITY BUILDING CDS CLIENT COUNTRIES COLLABORATION COMMUNITIES COMMUNITIES OF PRACTICE COMPLEXITY CONCEPTUAL FRAMEWORK CONFIDENCE CONFLICTS OF INTEREST CORRUPTION COST CENTERS DECENTRALIZATION DECISION-MAKING DISCUSSIONS DOCUMENTS DOI ECONOMIC INCENTIVES ECONOMICS EXISTING KNOWLEDGE EXPLICIT KNOWLEDGE EXTENSION EXTERNAL KNOWLEDGE EXTERNALITIES FINANCIAL MANAGEMENT FOCUS GROUPS GENDER GLOBAL KNOWLEDGE GLOBAL ORGANIZATION GOOD PRACTICE HUMAN RESOURCES HUMAN RESOURCES MANAGEMENT IDEA IMPORTANCE OF MANAGEMENT INFORMATION TECHNOLOGY INITIATIVE INNOVATION INNOVATIONS INSIGHTS INSTITUTIONAL DEVELOPMENT INTEGRATION INTERNAL KNOWLEDGE INVESTIGATIONS KNOWLEDGE BASE KNOWLEDGE CREATION KNOWLEDGE FLOWS KNOWLEDGE FOR DEVELOPMENT KNOWLEDGE MANAGEMENT KNOWLEDGE PLATFORMS KNOWLEDGE PRODUCTION KNOWLEDGE RETRIEVAL KNOWLEDGE SHARING KNOWLEDGE STRATEGY KNOWLEDGE SYSTEMS KNOWLEDGE TRANSFER KNOWLEDGE WORK LEADERSHIP LEADING LEARNING LOCAL KNOWLEDGE MANDATES MENTORING NETWORKS OPERATIONAL KNOWLEDGE OPERATIONAL RISKS ORGANIZATIONAL BOUNDARIES ORGANIZATIONAL CULTURE ORGANIZATIONAL DESIGN ORGANIZATIONAL STRUCTURE ORGANIZATIONAL STRUCTURES ORGANIZATIONAL SYSTEMS ORGANIZATIONAL UNITS PEER REVIEW PENALTY PRIVATE SECTOR PROCESS CHANGES PROCUREMENT PUBLIC GOODS REGIONAL BANKS REORGANIZATION RESOURCE ALLOCATION RESOURCE MOBILIZATION RISK MANAGEMENT SUBSIDIARY TACIT KNOWLEDGE TECHNICAL ASSISTANCE TRANSACTION COSTS TRUST FUNDS USE OF KNOWLEDGE VARIETY The 1997 Bank reforms that introduced the matrix management concept aimed to adapt the organization to changing circumstances and address concerns among external stakeholders about the role of aid in development. The reforms were motivated largely by widespread recognition that the Bank's development programs were excessively driven by a culture of lending, with insufficient attention to client needs and the quality of results, which are crucial to development effectiveness. A previous round of reforms in 1987 had strengthened the country focus, but quality remained a concern. Furthermore, access of developing countries to development finance from the private sector had increased significantly, leading to a decreasing share of official development aid, including Bank financing, in total flows to developing countries. This trend has continued after slight interruption by the Asian financial crisis. In 1987, World Bank lending represented 15 percent of all external financing for developing countries. By 2002 Bank lending had declined to 4 percent of external financing (organizational effectiveness task force: final report, 2005). Changes in the external environment indicate that the matrix system is even more relevant today than when it was introduced. Client needs have diversified, with greater differentiation among countries, even within the regions; the growth of global public goods and corporate priorities is creating tensions and has given rise to new challenges which need to be reconciled with the country model; demand for cutting-edge knowledge is growing, both to enhance quality of lending and as a business line for policy and program advice to clients; and new global practices have emerged to meet needs such as information, communication and technology, and disaster management. The Bank's ability to renew itself and function as a truly global Bank is critical to its success. 2013-01-31T19:05:29Z 2013-01-31T19:05:29Z 2012-04 http://documents.worldbank.org/curated/en/2012/04/17144669/matrix-system-work-evaluation-world-banks-organizational-effectiveness 978-0-8213-9715-2 http://hdl.handle.net/10986/12230 English en_US CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank Washington, DC: World Bank Publications & Research :: Publication Publications & Research :: Publication |
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Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English en_US |
| topic |
ACCESS TO KNOWLEDGE ACCOUNTABILITIES ACCOUNTABILITY ACTUAL COSTS BEHAVIORS BEST PRACTICES BOUNDARIES BUSINESS DEVELOPMENT BUSINESS PROCESS CAPACITY BUILDING CDS CLIENT COUNTRIES COLLABORATION COMMUNITIES COMMUNITIES OF PRACTICE COMPLEXITY CONCEPTUAL FRAMEWORK CONFIDENCE CONFLICTS OF INTEREST CORRUPTION COST CENTERS DECENTRALIZATION DECISION-MAKING DISCUSSIONS DOCUMENTS DOI ECONOMIC INCENTIVES ECONOMICS EXISTING KNOWLEDGE EXPLICIT KNOWLEDGE EXTENSION EXTERNAL KNOWLEDGE EXTERNALITIES FINANCIAL MANAGEMENT FOCUS GROUPS GENDER GLOBAL KNOWLEDGE GLOBAL ORGANIZATION GOOD PRACTICE HUMAN RESOURCES HUMAN RESOURCES MANAGEMENT IDEA IMPORTANCE OF MANAGEMENT INFORMATION TECHNOLOGY INITIATIVE INNOVATION INNOVATIONS INSIGHTS INSTITUTIONAL DEVELOPMENT INTEGRATION INTERNAL KNOWLEDGE INVESTIGATIONS KNOWLEDGE BASE KNOWLEDGE CREATION KNOWLEDGE FLOWS KNOWLEDGE FOR DEVELOPMENT KNOWLEDGE MANAGEMENT KNOWLEDGE PLATFORMS KNOWLEDGE PRODUCTION KNOWLEDGE RETRIEVAL KNOWLEDGE SHARING KNOWLEDGE STRATEGY KNOWLEDGE SYSTEMS KNOWLEDGE TRANSFER KNOWLEDGE WORK LEADERSHIP LEADING LEARNING LOCAL KNOWLEDGE MANDATES MENTORING NETWORKS OPERATIONAL KNOWLEDGE OPERATIONAL RISKS ORGANIZATIONAL BOUNDARIES ORGANIZATIONAL CULTURE ORGANIZATIONAL DESIGN ORGANIZATIONAL STRUCTURE ORGANIZATIONAL STRUCTURES ORGANIZATIONAL SYSTEMS ORGANIZATIONAL UNITS PEER REVIEW PENALTY PRIVATE SECTOR PROCESS CHANGES PROCUREMENT PUBLIC GOODS REGIONAL BANKS REORGANIZATION RESOURCE ALLOCATION RESOURCE MOBILIZATION RISK MANAGEMENT SUBSIDIARY TACIT KNOWLEDGE TECHNICAL ASSISTANCE TRANSACTION COSTS TRUST FUNDS USE OF KNOWLEDGE VARIETY |
| spellingShingle |
ACCESS TO KNOWLEDGE ACCOUNTABILITIES ACCOUNTABILITY ACTUAL COSTS BEHAVIORS BEST PRACTICES BOUNDARIES BUSINESS DEVELOPMENT BUSINESS PROCESS CAPACITY BUILDING CDS CLIENT COUNTRIES COLLABORATION COMMUNITIES COMMUNITIES OF PRACTICE COMPLEXITY CONCEPTUAL FRAMEWORK CONFIDENCE CONFLICTS OF INTEREST CORRUPTION COST CENTERS DECENTRALIZATION DECISION-MAKING DISCUSSIONS DOCUMENTS DOI ECONOMIC INCENTIVES ECONOMICS EXISTING KNOWLEDGE EXPLICIT KNOWLEDGE EXTENSION EXTERNAL KNOWLEDGE EXTERNALITIES FINANCIAL MANAGEMENT FOCUS GROUPS GENDER GLOBAL KNOWLEDGE GLOBAL ORGANIZATION GOOD PRACTICE HUMAN RESOURCES HUMAN RESOURCES MANAGEMENT IDEA IMPORTANCE OF MANAGEMENT INFORMATION TECHNOLOGY INITIATIVE INNOVATION INNOVATIONS INSIGHTS INSTITUTIONAL DEVELOPMENT INTEGRATION INTERNAL KNOWLEDGE INVESTIGATIONS KNOWLEDGE BASE KNOWLEDGE CREATION KNOWLEDGE FLOWS KNOWLEDGE FOR DEVELOPMENT KNOWLEDGE MANAGEMENT KNOWLEDGE PLATFORMS KNOWLEDGE PRODUCTION KNOWLEDGE RETRIEVAL KNOWLEDGE SHARING KNOWLEDGE STRATEGY KNOWLEDGE SYSTEMS KNOWLEDGE TRANSFER KNOWLEDGE WORK LEADERSHIP LEADING LEARNING LOCAL KNOWLEDGE MANDATES MENTORING NETWORKS OPERATIONAL KNOWLEDGE OPERATIONAL RISKS ORGANIZATIONAL BOUNDARIES ORGANIZATIONAL CULTURE ORGANIZATIONAL DESIGN ORGANIZATIONAL STRUCTURE ORGANIZATIONAL STRUCTURES ORGANIZATIONAL SYSTEMS ORGANIZATIONAL UNITS PEER REVIEW PENALTY PRIVATE SECTOR PROCESS CHANGES PROCUREMENT PUBLIC GOODS REGIONAL BANKS REORGANIZATION RESOURCE ALLOCATION RESOURCE MOBILIZATION RISK MANAGEMENT SUBSIDIARY TACIT KNOWLEDGE TECHNICAL ASSISTANCE TRANSACTION COSTS TRUST FUNDS USE OF KNOWLEDGE VARIETY Independent Evaluation Group The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness |
| description |
The 1997 Bank reforms that introduced
the matrix management concept aimed to adapt the
organization to changing circumstances and address concerns
among external stakeholders about the role of aid in
development. The reforms were motivated largely by
widespread recognition that the Bank's development
programs were excessively driven by a culture of lending,
with insufficient attention to client needs and the quality
of results, which are crucial to development effectiveness.
A previous round of reforms in 1987 had strengthened the
country focus, but quality remained a concern. Furthermore,
access of developing countries to development finance from
the private sector had increased significantly, leading to a
decreasing share of official development aid, including Bank
financing, in total flows to developing countries. This
trend has continued after slight interruption by the Asian
financial crisis. In 1987, World Bank lending represented 15
percent of all external financing for developing countries.
By 2002 Bank lending had declined to 4 percent of external
financing (organizational effectiveness task force: final
report, 2005). Changes in the external environment indicate
that the matrix system is even more relevant today than when
it was introduced. Client needs have diversified, with
greater differentiation among countries, even within the
regions; the growth of global public goods and corporate
priorities is creating tensions and has given rise to new
challenges which need to be reconciled with the country
model; demand for cutting-edge knowledge is growing, both to
enhance quality of lending and as a business line for policy
and program advice to clients; and new global practices have
emerged to meet needs such as information, communication and
technology, and disaster management. The Bank's ability
to renew itself and function as a truly global Bank is
critical to its success. |
| author2 |
Dani, Anis |
| author_facet |
Dani, Anis Independent Evaluation Group |
| format |
Publications & Research :: Publication |
| author |
Independent Evaluation Group |
| author_sort |
Independent Evaluation Group |
| title |
The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness |
| title_short |
The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness |
| title_full |
The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness |
| title_fullStr |
The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness |
| title_full_unstemmed |
The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness |
| title_sort |
matrix system at work : an evaluation of the world bank's organizational effectiveness |
| publisher |
Washington, DC: World Bank |
| publishDate |
2013 |
| url |
http://documents.worldbank.org/curated/en/2012/04/17144669/matrix-system-work-evaluation-world-banks-organizational-effectiveness http://hdl.handle.net/10986/12230 |
| _version_ |
1764419270639353856 |