A successful knowledge-sharing effortrequires a focus on more than simply the transfer of thespecific knowledge. Instead, many of the activities to beundertaken need to focus on structuring and implementing thearrangement in a way that bridges both existing andpotential relationship issues, and examining the form andlocation of the knowledge to ensure its complete transfer.In other words, while the activities used to shareknowledge, such as document exchanges, presentations, jobrotations, etc., are important, overcoming the factors thatcan impede, complicate and even harm knowledgeinternalization are equally important in determining theultimate results of a knowledge-sharing effort. Accordingly,any evaluations of the Bank s knowledge-sharing efforts needto incorporate assessments of its use of activities relatedto understanding the form and embedded knowledge,establishing and managing appropriate administrativestructures, and facilitating the transfer of the knowledge.