The Contribution of Evaluation to Socialization and Externalization of Tacit Knowledge The Case of the World Bank The study

analyses the use patterns of evaluation as a source of knowledge within the World Bank. This article aims to integrate the analysis of the use of evaluation within organizations with the notion of organizational knowledge. Also theories of organizational learning, such as the concept of double loop learning. Though, as will become clear, core features of the World Bank evaluation studies are referred to most notably, participatory, theory-driven, and ex post cost benefit analyses. The aim is to evaluate the socialization and externalization of organizational knowledge. Socialization enables an organization to convert tacit knowledge through interaction between individuals Externalization implies the conversion of tacit knowledge into explicit knowledge. The questioning and reconstruction of existing perspectives, interpretation frameworks, or decision premises lead to the creation of new knowledge. Theory-driven evaluations help externalize tacit into codified or explicit knowledge. Overall, managers value those evaluation properties associated with (a) firsthand data collection within country case studies, and (b) theory-driven analyses, externalizing tacit insights coming from the field. A Framework for the Externalization of Tacit Knowledge Embedding Repertory Grids The organization members have to share knowledge within and between communities. They have to share both the explicit and tacit knowledge. This case introduce the conceptual frame work and procedural framework for contextual information. Processing the results from the initial step of the procedure the repertory grid technique can be applied for the context-sensitive identification of personal constructs. We need high degree of effectiveness for sharing tacit knowledge. Externalizing of tacit is very important for a organization to perform well in this competing era