This is attributed to the culturally varied social and organizationalcapital (experiences, perspectives, insights, competencies,and skills) their members oer and the values (esteem or clients,commitment to achieving poverty reduction, work ethicand integrity, respect or diversity, proessionalism, collaboration,and responsibility) that drive them. By promoting greater andbetter inormed dialogue, and maximizing individual and collectivecontributions, they have come to play a leading role in helpingADB operate smarter or greater development eectiveness.Specifcally, ADB-hosted communities o practice
topics by stimulating the active generation and sharingo knowledge;
and are thus intertwined with ADB’s organizational structure;
practitioners) who share similar goals, interests, problems,and approaches; and
clients, audiences, and partners with specifc answers.ADB introduced the concept o communities o practicewhen it reorganized in 2002. Communities o practice receiveda boost in 2009 when ADB decided to empower them under the Action Plan or Knowledge Management, 2009–2011.This timeline* catalogs major decisions, events, and activities touching ADB-hosted communities o practice since the 1990s.
The numerous and diverse communities o practice (CoPs)o the Asian Development Bank (ADB) have become
THE HEART AND SOUL OF KNOWLEDGEGENERATION AND SHARING IN ADB.
* This timeline is not an exhaustive treatment o decisions, events, and activities.