Transactive knowledge from communities of practice to firms

2017 ◽  
Vol 20 (2) ◽  
pp. 291-311 ◽  
Author(s):  
Maria Cristina Longo ◽  
Alessandro Narduzzo
Keyword(s):  
Communities Of Practice ◽  
Analysis Data ◽  
Project Performance ◽  
Project Team ◽  
Organizational Boundaries ◽  
Content Type ◽  
Team Members ◽  
Quantitative Evidence ◽  
Work Related ◽  
Innovative Capabilities

Purpose The purpose of this paper is to analyze to what extent and under which conditions R&D projects benefit from team members’ participation in spontaneous and work-related communities of practice (CoPs). Design/methodology/approach This is a quantitative empirical study. R&D projects are the unit of analysis. Data are collected through interviews to 121 informants who are members of 60 R&D projects and participants in 195 CoPs. Findings The participation of project team members in work-related CoPs positively affects the R&D project performance. This positive effect applies also to radically innovative projects. The diversity in the institutional affiliation of CoPs members is also highly significant and positively correlated with the project performance. Research limitations/implications The paper considers only work-related CoPs, thus neglecting the knowledge transacted through other types of CoPs. Practical implications Practitioners should support the autonomous participation of project team members to spontaneous and work-related CoPs that cut across the organizational boundaries. Team leaders may enhance team innovative capabilities and performance by ensuring diversity of knowledge and skills from CoPs whose members work for institutions that differ from each other. Originality/value First, this study provides quantitative evidence of the CoPs ability to support innovation. Second, this research is focused on spontaneous and work-related CoPs within business environments. Third, this study does not analyze CoPs performance, but it postulates a connection between innovative organizational units (i.e. R&D projects) and spontaneous CoPs that cut across the firms’ boundaries.

Dealing with organizational silos with communities of practice and human resource management

2017 ◽  
Vol 29 (6) ◽  
pp. 473-489 ◽  
Author(s):  
Riitta Forsten-Astikainen ◽  
Pia Hurmelinna-Laukkanen ◽  
Tuija Lämsä ◽  
Pia Heilmann ◽  
Elina Hyrkäs
Keyword(s):  
Communities Of Practice ◽  
Organizational Structures ◽  
Energy Sector ◽  
Negative Effects ◽  
Organizational Boundaries ◽  
Content Type ◽  
Competence Management ◽  
And Performance ◽  
Hr Managers ◽  
Hr Function

Purpose Organizational silos that build on the existing organizational structures are often considered to have negative effects in the form of focus on private narrow objectives and organizational fragmentation. To avoid such harmful outcomes, competence management is called for, and in this, the human resources (HR) function takes a key role. Among other things, it can provide basis for emergence and utilization of communities of practice (CoPs) that build on common interests and effectively cross organizational boundaries. These features of CoPs allow them to carry competences and ease knowledge transfer and to break down the harmful isolation. Quite paradoxically, the challenge is that CoPs can also form within silos, thereby strengthening isolation, and HR as a utility department can itself be particularly prone to the silo effects. Examination of boundaries and silos through an original study conducted in a Finnish energy sector company suggests that HR managers need competences outside their own expertise area and courage to augment their CoPs across the functional boundaries to break out of the HR silo and to assist other functions to do the same. Design/methodology/approach The study is based on qualitative research data gathered in four focus group interviews with HR personnel from an energy sector company in November 2012. Totally, 19 professionals were interviewed (five HR partners, five talent development and performance managers, five vice presidents of HR and four HR managers) in the four focus groups. The company’s HR personnel represented units from Finland, Sweden, Poland and Estonia. Findings Examination of boundaries and silos in the Finnish energy sector suggests that HR managers need competences outside their own field (e.g. knowledge of the business and offerings of the firm) and courage to augment their CoPs across the functional boundaries to break out of the HR silo and to assist other functions to do the same. Originality/value Research provided that CoPs can have different effects on silos. As they are capable of crossing organizational and functional boundaries, they may effectively mitigate adverse silo effects; however, if CoPs are formed within silos, they may strengthen isolation and fragmentation. In addition, utility departments and supporting functions are particularly prone to the risk of CoPs forming within silos. The HR function is one manifestation of this. Paradoxically, it also has the potential to enhance the other type of effects that CoPs can exert, as competence management can be used to foster intentional and self-organizing CoPs that counter silo effects.

Knowledge sharing in ISD projects: role of task interdependence and social capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hyejung Lee ◽  
Jun-Gi Park ◽  
Jungwoo Lee
Keyword(s):  
Social Capital ◽  
Knowledge Sharing ◽  
Design Theory ◽  
Positive Impact ◽  
Analysis Data ◽  
Task Interdependence ◽  
Mediating Effect ◽  
Work Design ◽  
Content Type ◽  
Team Members

PurposeExtant literature on design theory has little empirical evidence about how work characteristics affect team interaction processes. This paper examines the knowledge-sharing process in information systems development (ISD) projects.Design/methodology/approachTask interdependence from work design theory was used as an antecedent of knowledge sharing for collaboration for the empirical analysis. Data were collected from 203 ISD project teams in South Korea to examine team social capital and knowledge sharing among team members.FindingsThe results indicate that task interdependence has a statistically significant impact on the knowledge-sharing process. The mediating roles of social capital and knowledge sharing are critical. Additionally, the effects of social capital change over time as long-term projects have different mechanisms than short-term ones.Originality/valueThe paper introduces a novel perspective (i.e. the adoption of task interdependence from work design theory) and integrates it with the research constructs that play important roles in ISD projects: knowledge sharing and teams’ social capital. In an ISD project team, which represents knowledge-intensive collaboration and has heterogeneous team characteristics, task interdependence has a positive impact on the team as predicted by work design theory. It verifies the mediating effect of social capital, particularly the changing influence of social capital with time.

A knowledge sharing approach for R&D project team formation

2017 ◽  
Vol 47 (2) ◽  
pp. 154-171 ◽  
Author(s):  
Seyyed Mahdi Hosseini ◽  
Peyman Akhavan ◽  
Morteza Abbasi
Keyword(s):  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Mixed Integer ◽  
Measurement Scales ◽  
Content Type ◽  
Team Members ◽  
Global Criterion ◽  
Global Criterion Method ◽  
Project Objectives

Purpose This paper intends to propose an approach for formation of the R&D project teams, so that in addition to the selection of the most expert individuals, facilitates the knowledge sharing among people. Design/methodology/approach Mathematical modeling was used to formulate the problem of selecting appropriate members for the project team. As the problem was formulated as a bi-objective mixed integer nonlinear programming problem, it was initially transformed from nonlinear to linear problem, and then, the global criterion method was applied to convert the problem into a single-objective problem. To collect the data for exogenous variables, the measurement scales (their validity had been verified in previous research) were adopted. Findings The results of various tests for evaluating the proposed approach in the case study confirmed its effectiveness in selecting the appropriate members of the project team. Practical implications Using the proposed approach, R&D project managers will be able to select the most appropriate members for the project team and, while ensuring the achievement of project objectives, prevent the loss of knowledge gained in the project lifecycle. Originality/value This paper is the first attempt to provide an approach for sharing the knowledge gained by the project team members in the R&D projects.

scholarly journals Assignment of project team members to projects

2019 ◽  
Vol 13 (6) ◽  
pp. 1381-1402
Author(s):  
Shankar Sankaran ◽  
Anne Live Vaagaasar ◽  
Michiel Christian Bekker
Keyword(s):  
Critical Realism ◽  
Project Managers ◽  
Project Team ◽  
Influence Strategies ◽  
Structured Interviews ◽  
Senior Managers ◽  
Content Type ◽  
Team Members ◽  
Balanced Leadership ◽  
The Right

Purpose The purpose of this paper is to investigate how project managers, influence the assignment of project team members by directly assigning or specifying who they want or by indirectly using lateral influence strategies to secure the appropriate resources. This study is part of a wider study investigating the balance between vertical and horizontal leadership in projects in which nomination (or assignment) was identified as a key event contributing to balancing the leadership. It focuses specifically on the nomination or assignment event at the start of a project. Design/methodology/approach Based on the philosophy of critical realism, case studies were used to collect data through 70 semi-structured interviews in Australia, Scandinavia and South Africa. Interviews were conducted with senior managers, project managers and project team members. Two project team members who worked with the same project manager were interviewed to gather diverse views. The data were analyzed individually by researchers from each location using a coding method proposed by Miles et al. (2014). The researchers then jointly analyzed the findings to arrive at five common themes from that explained how team members were assigned in practice. Findings Despite the recognized need for project managers to form their own teams, this study found that project team members were often assigned by others. This was because project managers lacked authority to secure their resources. Therefore, they used lateral influence strategies to help with assigning project team members. The study identified five lateral influencing strategies adopted by project managers to assign team members: creating an image of competence; creating coalitions; taking a gamble; waiting for the right moment; and reasoning with facts. Two of these lateral influencing strategies were not identified in the previous literature on influencing strategies used in organizations. Research limitations/implications The findings should not be viewed as representative of the respective continents where the cases were studied. However, this study contributes to the literature on project management, illuminating how project teams are assigned and by whom and, specifically, the role that influence plays during this event of the balanced leadership theory. It also identifies the types of lateral influence strategies used by project managers when assigning team members to their projects. It provides a pathway to explore the use of lateral influencing strategies by project managers beyond the assignment process. Practical implications This study will help project managers to become aware of influencing strategies that they can use in practice while assigning team members to their projects. It will also highlight the importance of assigning the right resources to projects with a view to achieving balanced leadership. Originality/value This research is of value to organizations using projects to successfully deliver their strategies by assigning suitable resources to their projects.

The legal, governance and ethical implications of involving service users and carers in research

2019 ◽  
Vol 32 (5) ◽  
pp. 818-831
Author(s):  
Virginia Minogue ◽  
Mary Cooke ◽  
Anne-Laure Donskoy ◽  
Penny Vicary
Keyword(s):  
Service User ◽  
Research Study ◽  
Ethical Issues ◽  
Research Process ◽  
Project Team ◽  
Research Management ◽  
Service Users ◽  
Content Type ◽  
Team Members ◽  
Ethical Implications

Purpose Service user and carer involvement in all aspects of the health and care research process, from co-applicant on funding applications to active engagement in a research study, is now a requirement for most research funders. However, as co-production increases and service users and carers take on more responsibilities, this involvement has legal, governance and ethical implications. The purpose of this paper is to raise awareness of the issues and consider potential solutions. Design/methodology/approach Experiences of engagement as co-applicants in research funding applications, of involvement as research study team members, and as co-researchers were gathered from a range of service user and carer experts. Consultation and a workshop gathered further evidence from a range of stakeholders across the research management community. Findings Service users and carers, who contribute to the research protocol and process, feel a strong sense of responsibility to ensure the high quality of a research study. However, they may be new to their roles, status and key responsibilities when acting as project team members, co-researchers or co-applicants engaging in funding applications. The responsibility of sponsors, grant holding organisations, funders and other members of the research community is to communicate with and support service users and carers in those roles. More needs to be done to understand the contractual, a legal and governance issues and responsibilities that are specific to service user and carer co-applicants, project team members and co-researchers, from both an organisational and individual service user and carer perspective. Practical implications The implications of the findings are to raise awareness of the practical, legal and ethical issues arising from this type of involvement and the potential risks arising from lack of cohesion or understanding. The review also highlights the concerns and barriers service users and carers may find in becoming involved. Originality/value The findings highlight a range of issues for research regulators, sponsors and investigators to consider to ensure service users and carers can fulfil their responsibilities and be supported in doing so.

Information systems project team members: factors for high performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Design Management ◽  
Content Type ◽  
Team Members ◽  
The Individual

PurposeThe main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.Design/methodology/approachTo address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.FindingsResults show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.Originality/valueBesides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.

The project managers’ challenges in a projectification environment

2019 ◽  
Vol 12 (3) ◽  
pp. 522-544 ◽  
Author(s):  
Luis Ballesteros-Sánchez ◽  
Isabel Ortiz-Marcos ◽  
Rocío Rodríguez-Rivero
Keyword(s):  
Work Teams ◽  
Project Managers ◽  
Project Team ◽  
Structured Interviews ◽  
Content Type ◽  
Team Members ◽  
New Era ◽  
Emotional Management ◽  
Cultural Aspects ◽  
Points Of View

Purpose The purpose of this paper is to identify and investigate the main challenges that project managers (PMs) face in the current projectification environment. Design/methodology/approach This research was conducted by means of semi-structured interviews and questionnaires. The participants in the study were 15 PMs and 57 project team members. A content analysis of the data was conducted by an inductive approach to determine the strengths and weaknesses that the PMs and project team members perceived. Findings The research reveals interesting insights, such as the identification of emerging challenges for the PMs of today, which include dealing with communications issues, motivating project team members, providing leadership and increasing team members’ emotional management and confidence. Research limitations/implications The main limitation is the size and location of the sample, which represents the points of view of 15 Spanish PMs and the members of their work teams and sets aside the cultural aspects. Originality/value This new era is changing how organizations and managers must deal with people management, evolving toward more flexible and engaging leadership styles. This paper helps to provide new insights concerning the emerging challenges and needs of PMs, while integrating team member’s perceptions.

IT outsourcing, knowledge transfer and project transition phases

2019 ◽  
Vol 50 (2) ◽  
pp. 219-246
Author(s):  
Cynthia Denise McGowan Poole
Keyword(s):  
Knowledge Transfer ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Research Software ◽  
Purposeful Sampling ◽  
Study Population ◽  
Opening And Closing

Purpose The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client and vendor partners during opening and closing transition phases of ITO projects. Design/methodology/approach Qualitative methods and exploratory case study design were used. Purposeful sampling was used to identify ITO knowledge assets including project team members and organizational documents and artifacts that may provide information regarding the knowledge transfer processes during the transition phases of the ITO project. Sample criteria were ITO project team members from one US-based client organization and the company’s international vendor partners. The study population included project managers, analyst, developers, subject matter experts (SMEs) and other ITO knowledge workers involved in the ITO project from one US-based organization. Interview and document analysis were done using of NVivo Pro 11® research software. Findings Four themes emerged from participant responses relative to the opening and closing phases of ITO projects including KT approaches to plans and processes; KT dependencies relative to IT project team member’s reliance on project tools, processes and artifacts; determinants of KT success or failure relative to project team members’ perceptions; and role of documentation relative to communication and distribution of KT outcomes. Originality/value This research may provide insights into additional aspects of knowledge transfer during ITO transition phases, which may be used by IT leaders and project teams to plan for successful knowledge transfer during the transition phases of ITO projects.

Action‐centered team leadership influences more than performance

2012 ◽  
Vol 18 (3/4) ◽  
pp. 176-195 ◽  
Author(s):  
Frank C. Braun ◽  
Michel Avital ◽  
Ben Martz
Keyword(s):  
Job Satisfaction ◽  
Leadership Practices ◽  
Project Success ◽  
Team Leadership ◽  
Project Team ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members ◽  
Team Environment ◽  
Knowledge Collaboration

PurposeBuilding on a social‐technical approach to project management, the authors aim to examine the effect of action‐centered leadership attributes on team member's learning, knowledge collaboration and job satisfaction during IT‐related projects.Design/methodology/approachStructural equation modeling was utilized to assess the work environment of team members as well as the leadership practices of their respective project team leaders. Data were collected with a survey questionnaire from 327 team members in a variety of organizations in 15 industry sectors including financial services, software, manufacturing, retail, government and universities.FindingsThe identified action‐centered project leadership practices (effective task management, team efficacy cultivation, and individual autonomy support) create a project team environment that fosters individual learning and knowledge collaboration along with individual performance and job satisfaction, and ultimately project success.Research limitations/implicationsThe action‐centered leadership practices construct, developed in this study, can be a good surrogate measure of what is required to be an effective leader in an IT project team environment. The main limitations of the research are those inherent in the survey method (self‐reported; subjective data).Practical implicationsIn a project team environment, it is essential that all team members collaborate effectively to increase the likelihood of project success. The implication for managers from these findings is that concentrating more on the identified action‐centered leadership practices can positively influence the team environment.Originality/valueAlthough previous studies have described attributes that influence team performance, a clearer understanding of what team leadership practices enable a project manager to be effective warrants further investigation. A second order construct merges these team leadership practice attributes and validates its use.

A model for project team formation in complex engineering projects under uncertainty

Kybernetes ◽  
2017 ◽  
Vol 46 (7) ◽  
pp. 1131-1157 ◽  
Author(s):  
S. Mahdi Hosseini ◽  
Peyman Akhavan
Keyword(s):  
Knowledge Sharing ◽  
Programming Model ◽  
Project Team ◽  
Team Formation ◽  
Programming Approach ◽  
Chance Constrained Programming ◽  
Shipbuilding Industry ◽  
Content Type ◽  
Team Members ◽  
Multi Objective

Purpose This paper aims to develop a model for selecting project team members. In this model, while knowledge sharing among individuals is maximized, the project costs and the workload balance among employees are also optimized. Design/methodology/approach The problem of project team formation is formulated as a fuzzy multi-objective 0-1 integer programming model. Afterward, to deal with uncertainty in the decision-making on the candidates’ abilities and the project requirements, the fuzzy multi-objective chance-constrained programming approach is adopted. Finally, by combining the non-dominated sorting genetic algorithm II and the fuzzy simulation algorithms, a method is proposed to solve the problem. Findings The computational results of the proposed model in a case study of project team formation in a large Iranian company from the shipbuilding industry evidently demonstrated its effectiveness in providing Pareto-optimal solutions for the team composition. Originality/value Seemingly for the first time, this paper develops a model to optimize knowledge sharing and improve the project efficiency through the selection of appropriate project team members.

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