The Influence of Individual Characteristics on Knowledge Sharing Practices, Enablers, and Barriers in a Project Management Context

2016 ◽  
pp. 1419-1444
Author(s):  
Laila N. Marouf ◽  
Omar E. M. Khalil
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Project Management ◽  
Knowledge Sharing ◽  
Middle Eastern ◽  
Central Place ◽  
Individual Characteristics ◽  
Management Company ◽  
Field Evidence ◽  
Management Context

The knowledge management (KM) literature in general is short on field evidence concerning knowledge sharing (KS) practices in project management settings, where knowledge occupies a central place. In addition, research on KS enablers and barriers has largely overlooked the fact that individual characteristics may influence the choice to share knowledge. This research explored departmental KS practices, enablers and barriers at a Middle-Eastern project management company. It also investigated the influence of a number of individual characteristics on KS, enablers and barriers. The findings confirm that Knowledge is partially shared within departments, and the employees have varying views on KS enablers and barriers. Although many do not perceive organizational enablers as catalysts for KS, they somewhat believe that the information technology (IT) enablers do facilitate KS. The employees, however, do not believe that the identified individual, organizational and IT barriers hinder KS. In addition, gender, age, department type and job type have varying effects on the perceived KS practices, organizational enablers, and IT enablers and barriers. These findings and their implications are further discussed in the paper.

Exploring the Use of Prediction Markets as Digital Games to Support Learning in a Project Management Context

2019 ◽  
pp. 239-260
Author(s):  
Herbert Remidez ◽  
Michael Stodnick ◽  
Sri Beldona
Keyword(s):  
Project Management ◽  
Digital Games ◽  
Prediction Markets ◽  
Game Based Learning ◽  
Aggregate Information ◽  
Complex Projects ◽  
Management Context ◽  
Future Events ◽  
Potential Risks ◽  
Learning Principles

A growing area of study is the management of complex projects involving stakeholders dispersed across organizations. Key to the success of complex projects is encouraging stakeholders to learn and communicate useful information about work progress and potential risks. Increasingly, companies are using a gaming approach to encourage workers to learn and communication useful information. This chapter looks at one such gaming vehicle, namely prediction markets. Prediction markets are games in the form of marketplaces that adapt many of the same structures found in stock markets to aggregate information about the probability of future events. This chapter traces the developmental history and application of prediction markets, discusses issues in marketplace design, and explores how game-based learning principles can support the use of prediction markets in this context. The concluding section discusses the application of a prediction market to support the management of an IT project.

Die neuen ISO Standards 21 500 „Projekt-, Programm und Portfoliomanagement - Kontext und Konzepte“ sowie 21 502 „Projektmanagement“

2021 ◽  
Vol 32 (4) ◽  
Author(s):  
Norman Heydenreich
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Iso Standards ◽  
Management Context

Seit 2018 hat das ISO Komitee TC 258 „Project, programme and portfolio management“ die internationale Norm ISO 21 500 „Guidance on project management“ umfangreich überarbeitet und 2020 als ISO 21 502 veröffentlicht. Zusätzlich wurde 2021 die neue übergreifende Grundlagen-Norm ISO 21 500 „Project, programme and portfolio management - Context and concepts“ publiziert. Was ist neu? Was hat sich geändert? Was sind die Wirkungen im Markt? Was bleibt an offenen Fragen für die nächsten internationalen Standardisierungsprojekte?

Sustainability and Success Variables in the Project Management Context: An Expert Panel

2016 ◽  
Vol 47 (6) ◽  
pp. 24-43 ◽  
Author(s):  
Mauro Luiz Martens ◽  
Marly M. Carvalho
Keyword(s):  
Project Management ◽  
Expert Panel ◽  
Project Success ◽  
Methodological Approach ◽  
Analytic Hierarchy ◽  
Management Context ◽  
Key Variables ◽  
Two Phases ◽  
The Impact ◽  
Hierarchy Process

This research identifies the key variables of sustainability in project management and explores the impact of these variables on project success. The methodological approach combined a literature review and an expert panel. The expert panel was conducted in two phases: interviews were conducted with five experts to validate the content of the identified variables, and a forum was held with 11 experts from 10 universities in 6 different countries. Research data were analyzed using content analysis, descriptive statistics, and analytic hierarchy process. Through systematic expert reviews, this research shows a succinct and relevant list of variables and their classification, reflecting the experts’ consensus, which can help practitioners and scholars introduce sustainability into project management. Similarly, the key variables for project success are identified and classified. Finally, the article explores the experts’ perspectives on the impact of sustainability in project success.

The Influence of Individual Characteristics on Knowledge Sharing Practices, Enablers, and Barriers in a Project Management Context

2015 ◽  
Vol 11 (1) ◽  
pp. 1-27 ◽  
Author(s):  
Laila N. Marouf ◽  
Omar E. M. Khalil
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Project Management ◽  
Knowledge Sharing ◽  
Middle Eastern ◽  
Central Place ◽  
Individual Characteristics ◽  
Management Company ◽  
Field Evidence ◽  
Management Context

The knowledge management (KM) literature in general is short on field evidence concerning knowledge sharing (KS) practices in project management settings, where knowledge occupies a central place. In addition, research on KS enablers and barriers has largely overlooked the fact that individual characteristics may influence the choice to share knowledge. This research explored departmental KS practices, enablers and barriers at a Middle-Eastern project management company. It also investigated the influence of a number of individual characteristics on KS, enablers and barriers. The findings confirm that Knowledge is partially shared within departments, and the employees have varying views on KS enablers and barriers. Although many do not perceive organizational enablers as catalysts for KS, they somewhat believe that the information technology (IT) enablers do facilitate KS. The employees, however, do not believe that the identified individual, organizational and IT barriers hinder KS. In addition, gender, age, department type and job type have varying effects on the perceived KS practices, organizational enablers, and IT enablers and barriers. These findings and their implications are further discussed in the paper.

scholarly journals Improving performance in project-based management: synthesizing strategic theories

2015 ◽  
Vol 64 (5) ◽  
pp. 608-624 ◽  
Author(s):  
Karessa Cullen ◽  
David W. Parker
Keyword(s):  
Project Management ◽  
Organization Theory ◽  
Resource Dependence ◽  
Management Practices ◽  
Resource Dependence Theory ◽  
Theory Of Constraints ◽  
Content Type ◽  
Management Context ◽  
Strategic Theories ◽  
Future Work

Purpose – The purpose of this paper is to explore benefits and issues of integrating the theory of constraints (TOC), resource-based view (RBV) and resource-dependence theory (RDT) with conventional project-based management frameworks. Design/methodology/approach – Extant literature is used to develop a conceptual framework of an integrated model that will be tested for applied robustness. The model has been applied to published projects to identify its strengths and weaknesses. Findings – The work shows important implications for improved success of projects from the use of TOC, RBV and RDT. Research limitations/implications – While TOC, RBV and RDT are well established in the context of organization theory, there is limited application in project management. Moreover, the model has yet to be applied in the field. The hypotheses identified in this research are currently being tested using empirical investigation. Practical implications – The research falls short in addressing some resources, e.g. innovation, tacit knowledge and decision-making methods in traditional project management context. Therefore, identifying these critical resources in future work and exploiting them as the means of improving project performance would enhance the success of project-based management. Social implications – Project management is an emergent discipline and a project is temporary in nature. Therefore, new ideas and development of theories for project management practices are required. This innovative research, for example, may change the way projects are executed in future. Originality/value – This paper examines the components of a successful project according to the iron triangle, i.e. scope, quality, time and cost. However, through the application of TOC, RBV and RDT into an integrated project-based management framework gives new insights to resources management.

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