Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective

2008 ◽  
Vol 39 (1) ◽  
pp. 7-15 ◽  
Author(s):  
Mian M. Ajmal ◽  
Kaj U. Koskinen
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Knowledge Transfer ◽  
Conceptual Paper

This conceptual paper investigates the process of knowledge transfer in project-based organizations from the perspective of organizational culture. The paper identifies obstacles to knowledge transfer in project-based organizations and emphasizes the importance of organizational and project cultures in this process. The study provides some suggestions for improving knowledge transfer in project-based organizations and notes the implications of the paper for project management.

scholarly journals Analyzing Project Management Methods in Organizing Sports Events

SAGE Open ◽  
2020 ◽  
Vol 10 (4) ◽  
pp. 215824402097094
Author(s):  
Martin Schnitzer ◽  
Kathrin Kronberger ◽  
Filippo Bazzanella ◽  
Sebastian Wenger
Keyword(s):  
Project Management ◽  
Focus Group ◽  
Knowledge Transfer ◽  
Focus Group Discussion ◽  
Planning Process ◽  
Group Discussion ◽  
Quantitative Survey ◽  
Progress Control ◽  
Sports Events ◽  
Research Questions

The purpose of this study was to investigate the use and importance of project management (PM) methods in organizing sports events (SEs). Furthermore, the study analyzed differences in usage and importance of PM methods in relation to the type of SE. Finally, reasons for and obstacles to the implementation of PM methods in organizing SEs were identified. To assess the research questions, a quantitative survey ( n = 78) and a focus group discussion ( n = 5) were carried out. The results showed that PM methods were employed for SEs with higher usage and importance rates in large compared with small SEs. Requirements by event stakeholders, knowledge transfer, confidence building, progress control, and justification as well as opportunities to save money by introducing an improved planning process were identified as the main reasons for using PM in the organization of SEs. This study is the first work to provide an overview of the usage of specific PM methods in organizing SEs.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

Knowledge Transfer in Project-Based Organisations

2011 ◽  
pp. 306-317
Author(s):  
Anna Wiewiora ◽  
Bambang Trigunarsyah ◽  
Glen Murphy
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
New Technologies ◽  
Lessons Learned ◽  
Extensive Literature ◽  
Infrastructure Development ◽  
Organisational Structure ◽  
Project Environment ◽  
Response To Change

Effective knowledge transfer between infrastructure projects plays a significant role in organisational success and discovery of new technologies, helping to achieve and maintain competitive advantage and, in effect, sustainable infrastructure development. Knowledge is recognised as an important organisational asset that adds value while being shared. To date, research on knowledge transfer has focused on traditional (functional) types of organisations. However, existing knowledge transfer approaches fail to address the issue of unique characteristics of project-based organisations, and the fact that functional and project-based organisations significantly differ in terms of structure, processes, and characteristics. Therefore, there is a need for a different, separate approach for managing knowledge in the project environment. The aim of this chapter is to highlight this need. An extensive literature review is provided on the areas of project management, knowledge management, and organisational structure; this is further supported by empirical evidence from interviews with project management practitioners. Conducting a ‘cross-field’ literature review provides a better understanding of the knowledge transfer mechanisms and its application to projects, and of the importance of knowledge transfer across projects. This research is crucial to gaining a better understanding of knowledge transfer in the project environment. It stresses that there are dissimilarities between project-based organisations and functional organisations in terms of organisational structure, duration of processes, viewpoint of time, response to change, and mobility of people, and that there is a need for a unique strategic approach in order to achieve effective transfer of knowledge. Furthermore, findings presented in this chapter reveal key elements that play an important role in across project knowledge transfer. These elements include: social communication, lessons learned databases, and project management offices.

The Role of Project Management Maturity and Organizational Culture in Perceived Performance

2009 ◽  
Vol 40 (3) ◽  
pp. 14-33 ◽  
Author(s):  
Hulya Julie Yazici
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Time Budget ◽  
Cost Savings ◽  
Cultural Orientation ◽  
Market Culture ◽  
Perceived Performance ◽  
Organizational Culture Change

This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations.

scholarly journals Maturity Of Project Management In Polish And Foreign Construction Companies

2015 ◽  
Vol 7 (1) ◽  
pp. 71-82 ◽  
Author(s):  
Jarosław Górecki
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Competitive Advantage ◽  
Generation Y ◽  
Investment Projects ◽  
Construction Companies ◽  
Survey Results

Abstract The paper describes a problem of project maturity of Polish and foreign construction companies. They were analyzed by their ability to execute construction investment projects. Survey results refer to issues related to the organizational culture and challenges connected with an improvement of the processes of project management for construction. Generation Y employees, their value, and their role at work were discussed in particular. It was underlined that modern managers should be able to profit from skills of Generation Y and to employ and retain the best of them in order to build a competitive advantage of the company. It was revealed that a success of the company is connected with an increasing level of project maturity as a condition for a successful project management.

scholarly journals “You Feel The Threat From Asia”. Onshore Experiences of IT Offshoring To India

2015 ◽  
Vol 5 (4) ◽  
pp. 41 ◽  
Author(s):  
Martha Blomqvist ◽  
Helen Peterson ◽  
Sunrita Dhar-Bhattacharjee
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Working Conditions ◽  
Power Relations ◽  
Work Organization ◽  
It Services ◽  
Software Developers ◽  
Daily Work ◽  
Work Tasks ◽  
It Offshoring

This article investigates the experiences of employees and managers in Swedish companies that offshore IT services to India, focusing on how implementation of offshoring is changing the work organization and working conditions for software developers onsite. Our analysis highlights the fact that the working conditions have been significantly redesigned in several different ways because of offshoring, most obviously due to the need for knowledge transfer between the onshore and the offshore working sites. The study illustrates how employees and managers onsite utilized different strategies for knowledge transfer and how these strategies were more or less successful, sometimes due to resistance from employees. The article concludes that, although offshoring contributed to a separation of conception from execution in these companies, there were few signs of routinization of daily work tasks for onsite employees. Instead, it was the routinized and noncore tasks that were offshored while project management tasks were taken over by onsite staff, which meant that they ended up in a superior position vis-à-vis their Indian colleagues as new global hierarchies were created. Power relations at work, both within firms and between firms, are thus brought to light.

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