An analysis of the relationship between knowledge sharing and the project management process groups

2018 ◽  
Vol 25 (3) ◽  
pp. 168-179 ◽  
Author(s):  
Fernanda Gomes ◽  
Mírian Oliveira ◽  
Marcirio Silveira Chaves
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Management Process ◽  
Process Groups ◽  
The Relationship

scholarly journals Exploring the Project Risk Management: Highlighting the Soft Side of Project Management

2021 ◽  
Author(s):  
Muhammad T. Hatamleh
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Leadership Style ◽  
Risk Attitude ◽  
Management Process ◽  
Participative Leadership ◽  
Project Risk ◽  
Analytical Skills ◽  
Risk Management Process ◽  
Process Groups

The majority of the approaches to managing project risk follow the logic of process groups. Project Management Institute (PMI) has 29 tools and techniques related to risk management process groups. Consequently, engineering and business schools have been accused of educating managers with sharp analytical skills but little understanding of social problems. The literature suggests that too much attention is focused on learning the techniques and formalities of risk management but not enough on the advanced issues of management. Also, the literature argues that there are two approaches to project management (hard and soft). The hard side only covers part of the managerial aspects which helps to manage foreseeable uncertainties. However, unforeseeable uncertainties need skills that related to soft side approaches such as emotional intelligence, navigating the organization’s culture, risk attitude, participative leadership style, and managing the relationship with stakeholders. This study provides an intensive review of the literature to discuss the need for integrating the hard and soft sides of management to achieve an effective risk management process. In addition, it proposes a conceptual framework that provides guidelines to enhance overall risk management efficiency.

Classifying project management resources by complexity and leverage

2012 ◽  
Vol 5 (1) ◽  
pp. 105-124 ◽  
Author(s):  
Kam Jugdev ◽  
Gita Mathur
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Small Sample ◽  
Management Process ◽  
Resource Based View ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

PurposeThe purpose of this paper is to present a conceptual framework to classify project management resources as sources of competitive advantage.Design/methodology/approachThe paper draws on the resource‐based view of the firm and project management literature to explore the level of competitive advantage from 17 project management resources based on their degree of complexity and level of leverage in the project management process. This exploratory study drew on a small sample of practitioners in the classification.FindingsThe paper proposes a conceptual model to show the relationship between four categories of resources and their contribution to competitive advantage by being valuable, rare, inimitable, and organizationally supported.Research limitations/implicationsThis paper is exploratory in nature and uses a small sample of practitioners.Practical implicationsThe authors believe that the classification of project management resources based on complexity and leverage provides a useful framework for managers considering the impact of investment in these resources for competitive advantage.Originality/valueThis paper provides a classification of project management resources based on the complexity of the resource and its leverage in the project management process. It is posited that resources that are complex and can be highly leveraged to develop further resources warrant attention as sources of competitive advantage.

scholarly journals Intangible project management assets as determinants of competitive advantage

2007 ◽  
Vol 30 (7) ◽  
pp. 460-475 ◽  
Author(s):  
Gita Mathur ◽  
Kam Jugdev ◽  
Tak Shing Fung
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Organizational Support ◽  
Online Survey ◽  
Intangible Asset ◽  
Management Process ◽  
Resource Based View ◽  
Content Type ◽  
Tangible Asset ◽  
The Relationship

PurposeTo explore the role of intangible project management assets in achievement of competitive advantage from the project management process through it being valuable, rare, inimitable, and having organizational support.Design/methodology/approachData were collected on tangible and intangible project management process assets and competitive characteristics of the project management process using an online survey of North American Project Management Institute™ members. Three key tangible asset factors, one intangible asset factor, and three competitive characteristics were identified using exploratory factor analysis. The relationship between these project management assets and project management process characteristics are examined using multivariate analysis.FindingsIntangible project management assets are found to be a source of competitive advantage, directly and through a mediating role in the relationship between tangible project management assets and the competitive characteristics of the project management process.Practical implicationsThis study highlights the importance of developing intangible project management assets, in addition to investment in tangible project management assets, to achieve competitive advantage from the process.Research limitations/implicationsThis was an exploratory study. The authors expect to further develop the instrument, refine the model and constructs, and test it with a larger sample.Originality/valueFew papers have used the Resource Based View lens and applied it to project management. This paper contributes to the literature on the Resource Based View of the firm and to an improved understanding of project management as a source of competitive advantage.

scholarly journals The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

2021 ◽  
Vol 13 (8) ◽  
pp. 4333
Author(s):  
Cem Işık ◽  
Ekrem Aydın ◽  
Tarik Dogru ◽  
Abdul Rehman ◽  
Rafael Alvarado ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Work Behavior ◽  
Frontline Employees ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Team Culture ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
The Relationship

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

A learning organization perspective on knowledge-sharing behavior and firm innovation

2006 ◽  
Vol 25 (4) ◽  
pp. 227-236
Author(s):  
Li-Fen Liao
Keyword(s):  
Knowledge Sharing ◽  
Learning Organization ◽  
Significant Relationship ◽  
Shared Vision ◽  
Firm Innovation ◽  
Positive Effects ◽  
Knowledge Sharing Behavior ◽  
Relationship Of ◽  
The Relationship ◽  
Sharing Behavior

Sharing knowledge and firm innovation are the crucial ways to sustain competitive advantage. This study builds a nested model to test the relationship between learning organization, knowledge-sharing behavior, and firm innovation. Data gathered from 254 employees were used to examine the relationship of the learning organization to employees' knowledge-sharing behavior and firm innovation. The results indicate that open-mindedness, shared vision and trust have positive effects on both knowledge-sharing behavior and firm innovation. While commitment to learning does not shows significant relationship on knowledge-sharing behavior and firm innovation. Communication has significance on firm innovation but not significance on knowledge-sharing behavior.

scholarly journals The Relationship between Well-Being and Knowledge Sharing

2021 ◽  
Vol 13 (9) ◽  
pp. 4978
Author(s):  
Kei Aoki
Keyword(s):  
Knowledge Sharing ◽  
Paradigm Shift ◽  
Online Survey ◽  
Positive Impact ◽  
Well Being ◽  
Control Group ◽  
User Innovation ◽  
Work Style ◽  
Financial Benefits ◽  
The Relationship

This research studies the relationship between well-being and knowledge sharing. While user innovation has garnered greater attention in recent years, the market has failed to properly incentivize the diffusion of user innovations. This study proposes that this shortcoming could be resolved through a consumer-to-consumer (C-to-C) marketplace and sheds light on non-financial benefits for the contributors, specifically, how knowledge sharing impacts contributor well-being. This research consists of two online survey studies. In both studies, the level of well-being was compared between knowledge sharing contributors and a control group using a scale developed in positive psychology. This study empirically shows that participation in knowledge sharing has a significant positive impact on contributor well-being. In a C-to-C marketplace, contributors diffuse and monetize their creations themselves, resulting in increased well-being. Contributing to knowledge sharing may be a sufficient incentive for user innovators to diffuse their innovations. The findings of this study will gain significance as the utilization of personal knowledge increases due to the expansion of the C-to-C business and the paradigm shift in work style.

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