Managing data using an ontology for enterprise decision making: a case of the World Bank

2018 ◽  
Vol 3 (4) ◽  
pp. 326
Author(s):  
Tengku Adil Tengku Izhar ◽  
Torab Torabi ◽  
Trieu Minh Nhut Le
Keyword(s):  
Decision Making ◽  
World Bank ◽  
The World Bank ◽  
The World

scholarly journals Biased Policy Professionals

2019 ◽  
Vol 33 (2) ◽  
pp. 310-327 ◽  
Author(s):  
Sheheryar Banuri ◽  
Stefan Dercon ◽  
Varun Gauri
Keyword(s):  
Decision Making ◽  
International Development ◽  
World Bank ◽  
Development Policy ◽  
Public Servants ◽  
Private Capacity ◽  
The World Bank ◽  
Subject Pool ◽  
The World ◽  
The Uk

Abstract Although the decisions of policy professionals are often more consequential than those of individuals in their private capacity, there is a dearth of studies on the biases of policy professionals: those who prepare and implement policy on behalf of elected politicians. Experiments conducted on a novel subject pool of development policy professionals (public servants of the World Bank and the Department for International Development in the UK) show that policy professionals are indeed subject to decision-making traps, including the effects of framing outcomes as losses or gains, and, most strikingly, confirmation bias driven by ideological predisposition, despite having an explicit mission to promote evidence-informed and impartial decision making. These findings should worry policy professionals and their principals in governments and large organizations, as well as citizens themselves. A further experiment, in which policy professionals engage in discussion, shows that deliberation may be able to mitigate the effects of some of these biases.

scholarly journals Looking at the World Bank’s safeguard reform through the lens of deliberative democracy

2019 ◽  
Vol 32 (3) ◽  
pp. 465-482 ◽  
Author(s):  
Ruth Houghton
Keyword(s):  
Decision Making ◽  
International Law ◽  
Deliberative Democracy ◽  
World Bank ◽  
Democratic Legitimacy ◽  
Consultation Process ◽  
The World Bank ◽  
The World ◽  
Decision Making Processes ◽  
Law Making

AbstractThe sheer amount of non-state participation in the creation of the World Bank Environmental and Social Framework (ESF) is surely noteworthy. The aim of the Bank’s consultation was to get ‘global’ input and feedback, and with over 8,000 stakeholders from over 63 countries taking part, it is laudable. The extent of the participation challenges the positivist approach to international law-making, which views only states as having the power to make law and raises questions about how to legitimize such international soft-law making. Legitimacy is entangled with democracy, as scholars debate whether democracy is the required benchmark for decision-making processes at international organizations. This article uses deliberative democracy to analyse the ESF consultation process. Whilst, democratic legitimacy has been interpreted to mean inclusivity and participation, deliberative democracy raises a series of hard questions about equality and power that scholarship on global governance needs to grapple with. Although this participatory process at the World Bank challenges traditional narratives in international law, analysing it through a lens of deliberative democracy exposes the work that still needs to be done to discuss democracy in international decision-making.

Managing data using an ontology for enterprise decision making: a case of the World Bank

2018 ◽  
Vol 3 (4) ◽  
pp. 326
Author(s):  
Trieu Minh Nhut Le ◽  
Tengku Adil Tengku Izhar ◽  
Torab Torabi
Keyword(s):  
Decision Making ◽  
World Bank ◽  
The World Bank ◽  
The World

Defending the People's Railway in the Era of Liberalization: TAZARA in Southern Tanzania

Africa ◽  
2006 ◽  
Vol 76 (1) ◽  
pp. 113-130 ◽  
Author(s):  
Jamie Monson
Keyword(s):  
Decision Making ◽  
World Bank ◽  
Rural Community ◽  
Nation Building ◽  
Local Communities ◽  
Community Leaders ◽  
The World Bank ◽  
Pan African ◽  
The People ◽  
The World

AbstractWhen the services of the TAZARA railway in Tanzania were threatened with cutbacks in the 1980s and 1990s, rural community leaders wrote petitions of protest to district–level officials. In these petitions, they complained that railway decision–making was being guided by profit–making rather than nation–building priorities in response to pressure from the IMF and the World Bank. The railway had abandoned its original role as a servant of the people, they argued, employing the language of socialism, nationhood and pan–African solidarity that had been utilized by the state during the construction era in the 1970s. Yet the railway services sought by these local communities had facilitated their own entry into profit–seeking behaviour as entrepreneurs in the TAZARA corridor. The transition from socialism to liberalization along the TAZARA railway was therefore a negotiated process in which the meaning of concepts such as ‘privatization’, ‘profit’ and ‘freedom’ were contested.

scholarly journals Water-related infrastructure investments in a changing environment: a perspective from the World Bank

Water Policy ◽  
2021 ◽  
Vol 23 (S1) ◽  
pp. 31-53
Author(s):  
Diego J. Rodríguez ◽  
Homero A. Paltán ◽  
Luis E. García ◽  
Patrick Ray ◽  
Sarah St. George Freeman
Keyword(s):  
Climate Change ◽  
Decision Making ◽  
Risk Management ◽  
World Bank ◽  
Investment Decision ◽  
Stress Test ◽  
World Bank Group ◽  
Management Options ◽  
The World Bank ◽  
The World

Abstract At present, there is a global deficit in infrastructure and the World Bank Group (WBG) is one of the major sources of financing to reduce this gap worldwide. The WBG has policies and protocols for approving investments taking into consideration financial and economic indicators while ensuring social and environmental safeguards. In recent years, these safeguards have been updated to include the effects of climate change and robustness and resilience to support climate-informed project investment decision-making. A series of tools for screening projects for climate vulnerabilities and identification of risk management options have been developed to help project teams comply with these requirements. One of these tools is the hierarchical four-phased Decision Tree Framework (DTF) that, beyond screening, helps to analyze plans and project vulnerabilities, climate-related or otherwise, using a decision scaling approach, and explore risk management options, if necessary. The four phases of the DTF are (i) project screening, (ii) initial analysis, (iii) stress test, and (iv) climate risk management. This paper reviews applications of the DTF from the climate change screening phase to non-climate uncertainty screening and decision-making for project investments and prioritization. A peek into work in progress for incorporating resilience in the decision-making process, both for projects and through projects, is also provided, as well as next steps, looking forward.

scholarly journals A Trouble Shared is a Trouble Halved

2016 ◽  
Vol 13 (1) ◽  
pp. 171-195 ◽  
Author(s):  
Antonella Angelini
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
World Bank ◽  
International Organizations ◽  
Program Implementation ◽  
Legal Responsibility ◽  
The World Bank ◽  
The World ◽  
Different Shapes ◽  
Private Actors

The World Bank has a large partnership portfolio, including international organizations and private actors. Due to their diversity and to the ambitious programs they pursue, partners are highly exposed to financial and operational risk. Curbing this risk takes different shapes in the legal design of partnerships. In particular, partnerships differ in terms of the degree of legal continuity along the stages of decision-making, management of funds and program implementation. This configuration raises several problems for the attribution of international legal responsibility for partnership-related activities. In some cases, the problem is one of attribution of conduct at the level of the partnership’s governing body as well as at that of implementation. More broadly, the policy of risk management leads to a dilution of control within the partnership chain. This means that one can construe only certain partnership programmes, or certain segments of a partnership, as amassing enough control for responsibility to arise.

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