The Matrix System at Work - Independent Evaluation Group - World ...

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REFERENCES Sy, Thomas and Laura Sue D’Annunzio. “Challenges and Strategies of Matrix Organizations: Toplevel and Mid-Level Managers’ Perspectives.” Human Resources Planning, vol. 28, No. 1, March 2005: 39-48 Wade, Robert H. 2001. “The World Bank as a Necessarily Un-forthright Organization.” Paper presented at G24 Meeting, 17-18 April 2001, Washington, DC. _____. 2005. “International Organizations and the Theory of Organized Hypocrisy: The World Bank and Its Critics.” DESTIN Working Paper. London School of Economics. http://www.lse.ac.uk/collections/DESTIN/workingPapers.htm. Wapenhans, Wili A. 1992. The Wapenhans Report. Portfolio Management Task Force. Washington, DC: World Bank. (Also published as Effective Implementation: Key to Development Effectiveness.) _____. 1994. “Efficiency and Effectiveness: Is the World Bank Group Well Prepared for the Task Ahead?” In Bretton Woods: Looking to the Future, ed. The Bretton Woods Commission, pp. C289-C304. Washington, DC: Bretton Woods Commission. Weaver, Catherine. 2008. Hypocrisy Trap: The World Bank and the Poverty of Reform. Princeton, NJ: Princeton University Press. Weaver, Catherine and Ralf J. Leiteritz. 2005. “Our Poverty Is a World Full of Dreams: Reforming the World Bank.” Global Governance 11:369–388. World Bank. 1997a. “ECA Renewal: Serving Clients Better and Working More Closely with Partners.” A note for clients and partners. Europe and Central Asia Region. November 1997. Washington, DC. _____. 1997b. The Strategic Compact: Renewing the Bank’s Effectiveness to Fight Poverty. 13 February 1997. Washington, DC: World Bank. _____. 2000. “Strategic Compact Assessment: Informal Meeting with Executive Directors.” 13 December 2000. Washington, DC: World Bank. _____. 2001a. “Knowledge Management.” Washington, DC: World Bank. _____. 2001b. World Bank Group Strategic Framework. 24 January 2001. Washington, DC: World Bank. _____. 2001c. “Assessment of the Strategic Compact.” Matrix Management. Strategy and Resource Management Vice-Presidency. March 13, 2001. Washington, DC: World Bank. _____. 2003. “Annual Report on Portfolio Performance.” Washington, DC. World Bank, Quality Assurance Group. _____. 2004. “Sector Board Assessment. Summary Report.” Quality Assurance Group. March 16, 2004. Washington, DC. _____. 2005. “Organizational Effectiveness Task Force: Final Report.” February 15, 2005. Washington, DC. _____. 2009a. “The World Bank Matrix Management Structure.” Technical Briefing to the Board. Operations Policy and Country Services. July 28, 2009. Washington, DC. _____. 2009b. “The World Bank Matrix Management Structure. Current Challenges?” Informal briefing to the Board. December 15, 2009. Washington, DC. _____. 2010a. “Africa Region Staffing Report, FY05-10.” Organizational Effectiveness Task Force. Washington, DC.
REFERENCES _____. 2010b. “Knowledge Strategy Recommendations. Transforming the Knowledge Agenda” Knowledge Strategy Group. January 25, 2010. Washington, DC. _____. 2010c. “Transforming the Bank’s Knowledge Agenda: A Framework for Action.” Knowledge Strategy Group. February 3, 2010. Washington, DC. _____. 2011. “Knowledge for Development 2011: The State of World Bank Knowledge Services.” Washington, DC. 238
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The Matrix System at Work An Evalua
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©2012 Independent Evaluation Group
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Costs of Country and Sector Strateg
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Table 3.6. Total Cross-Support Sold
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Abbreviations AAA AFR ARDE ARPP BET
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Glossary Term Anchor sector directo
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GLOSSARY Practice managers (PM) Reg
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Overview The Matrix System at Work
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OVERVIEW rather than on the 1997 ma
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OVERVIEW satisfactory or better in
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OVERVIEW toward capacity building a
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OVERVIEW Innovation in the field is
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OVERVIEW Figure D. Outcomes of Bank
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OVERVIEW modernization in the corpo
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OVERVIEW management structure but t
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OVERVIEW Structure Bank-wide matrix
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MANAGEMENT RESPONSE interest and ow
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MANAGEMENT RESPONSE Management cons
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MANAGEMENT RESPONSE that reach far
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CHAPTER 1 INTRODUCTION AND CONTEXT
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2. The Strategic Alignment of Secto
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CHAPTER 2 THE STRATEGIC ALIGNMENT O
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CHAPTER 3 THE PROMISE OF A KNOWLEDG
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CHAPTER 4 DELIVERING QUALITY SERVIC
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CHAPTER 5 INSTITUTIONAL ISSUES AND
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6. Conclusions and Recommendations
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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Appendix A Matrix Management and Or
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APPENDIX A MATRIX MANAGEMENT AND OR
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SECONDARY ANALYSIS OF CASCR REVIEWS
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APPENDIX B EVALUATION METHODOLOGY a
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APPENDIX C RESPONSIVENESS AND EFFEC
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APPENDIX D EXPERIENCE IN THE TRENCH
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Appendix E Key Findings from Sector
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APPENDIX E KEY FINDINGS FROM SECTOR
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Table E.1. Country Directors and Ma
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# Other Questions Q # 7 APPENDIX E
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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Appendix G Comparison of the Six Re
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APPENDIX G PROFILES OF THE BANK’S
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Appendix H Working across Organizat
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Page 280 and 281: Endnotes 1 See Wapenhans 1992, 1994
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