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The most common picture of the Bank is its impressive building in Washington, D.C., a block away from the White House and three blocks away from the U.S. Treasury. The edifice symbolizes its authority, while its location suggests its allegiance. Meanwhile, from its creation, the Bank has been trying to position itself as a global institution independent of its creators. It made a number of conscious decisions to provide more authority to those who worked closely with the borrowing countries. None, however, involved relocating the Bank staff to the field. In the 1980s and 1990s, balancing centralization in location and authority and meeting the demands ofits member states became an increasing challenge when it was attacked by its shareholding and stake-holding countries. Decentralization of authority, functions, and staff to the field was seen as a solution to many of the Bank’s ills. It became an important component of the 1997 reorganization. Over 75 percent of CDs and over 40 percent of the sector people are now working out of the field offices. The questions are (1) how decentralization has changed the incentive structure for the Bank staff, (2) to what extent decentralization has affected the operation of this global institution in terms of cross-country fertilization, and (3) how decentralization empowers the staff in the field at the expense of the management. These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
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