A knowledge management perspective of the project management office

The purpose of this paper is to investigate the converting projects tacit knowledge into an available explicit knowledge in Project Management Offices, using the SECI model to analyze these processes. Using case studies, the information was gathered by in loco observation, interviews with PMO managers and project managers, and document analysis. The results show the socialization, externalization, combination and internalization, SECI in PMOs level, helping to visualize the process of transforming project tacit knowledge into explicit knowledge and to understand that knowledge must be incorporated into operational practices, rules in databases, and company history. Organizational culture was presented itself as a major factor, influencing this process of sharing knowledge among employees from the two companies studied. The steps of the spiral of knowledge, using the SECI model for the conversion of knowledge, the stage and how companies apply this conversion, show that these processes happen on a daily basis and continuously if the team understands this need. Project managers have to emphasizes the important of knowledge management, knowledge sharing and knowledge storage during the development of projects. Mainly PMO has an important role in the process of storage and sharing of knowledge.

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Where Knowledge Management Resides within Project Management

Cases on Information Technology Series - Case Studies in Knowledge Management ◽

10.4018/978-1-59140-351-7.ch009 ◽

2005 ◽

pp. 138-154 ◽

Cited By ~ 5

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.

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An integrated model of marketing knowledge – a tacit knowledge perspective

Journal of Research in Marketing and Entrepreneurship ◽

10.1108/jrme-03-2018-0018 ◽

2019 ◽

Vol 21 (1) ◽

pp. 2-18

Author(s):

Mostaque Zebal ◽

Ahmed Ferdous ◽

Colin Chambers

Keyword(s):

Knowledge Management ◽

Tacit Knowledge ◽

Explicit Knowledge ◽

Integrated Model ◽

Business Success ◽

Content Type ◽

Proposed Model ◽

Management Perspective ◽

Knowledge Perspective ◽

Tacit And Explicit Knowledge

Purpose The purpose of this paper is to develop and propose an integrated model of marketing knowledge from a tacit knowledge management perspective. This paper further aims at developing a linkage between explicit knowledge perspective (internal and external marketing) and tacit knowledge orientation of an organization, leading to improved business success. Design/methodology/approach This paper develops a conceptual model showing the integration of the internal, tacit and explicit knowledge perspectives that results in improved business success. The proposed model and associated propositions are drawn from the synthesis of relevant knowledge and marketing literature. Findings Five major associated propositions are offered in the paper, which inform both scholars and practitioners about what constitutes a holistic market orientation and how organizations can achieve business success by adopting both an internal and external orientation to tacit and explicit knowledge management. Originality/value The model makes an original contribution to theoretical and organizational marketing management knowledge. It does this by extending the conceptual and operational boundaries of existing models of internal and external marketing, aimed at helping organizations achieve competitive advantage and business success.

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Where Knowledge Management Resides within Project Management

Knowledge Management ◽

10.4018/978-1-59904-933-5.ch237 ◽

2011 ◽

pp. 2919-2932

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

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Knowledge creation and utilization in project teams

Journal of Knowledge Management ◽

10.1108/jkm-06-2014-0214 ◽

2015 ◽

Vol 19 (2) ◽

pp. 351-371 ◽

Cited By ~ 11

Author(s):

Paul Ihuoma Oluikpe

Keyword(s):

Project Management ◽

Tacit Knowledge ◽

Explicit Knowledge ◽

Project Teams ◽

Content Type ◽

Relational Processes ◽

Knowledge Processes ◽

The Social ◽

Tacit Dimension ◽

Organizational Results

Purpose – The purpose of this paper is to explore the knowledge processes that interplay in the social construction and appropriation of knowledge and to test these constructs empirically in project teams. Design/methodology/approach – Literature research and quantitative survey were used. The research identified project success, faster completion times, operational efficiency, innovation and generation of new knowledge as dominating project management expectations in the past ten years. It studied how these projects construct and appropriate knowledge within project teams to achieve these five objectives. Using a quantitative approach, data were sought from 1,000 respondents out of a population of 10,000 from 11 project management areas in eight world regions to test the conceptual model in real-world scenarios. The data gathered were analyzed using quantitative analysis tools and techniques such as reliability, correlation and regression. Findings – There is a lingering difficulty within organizations on how to translate tacit knowledge into action. The transfer and utilization of tacit knowledge was shown to be embedded and nested within relationships. Innovation in projects was found to be mostly linked to replication and codification of knowledge (explicit dimension) as opposed to interpretation and assimilation (tacit dimension). Arriving at a mutual interpretation of project details and requirements does not depend on canonical (formal documentation) methods but mostly on non-canonical (informal) and relational processes embedded within the team. Originality/value – This work studies, in empirical and geographical detail, the social interplay of knowledge and provided evidence relative to the appropriation of knowledge in the project organizational form, which can be extrapolated to wider contexts. The work scoped the inter-relational nature of knowledge and provided further evidence on the nebulous nature of tacit/intangible knowledge. It also proved further that organizations mostly rely on explicit knowledge to drive organizational results, as it is easily actionable and measurable.

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Knowledge management for library building design

Library Management ◽

10.1108/lm-06-2015-0034 ◽

2016 ◽

Vol 37 (1/2) ◽

pp. 2-12 ◽

Cited By ~ 3

Author(s):

Zhixian Yi

Keyword(s):

Knowledge Management ◽

Tacit Knowledge ◽

Explicit Knowledge ◽

Continuous Process ◽

Building Design ◽

Design Principles ◽

Design Strategies ◽

Innovative Design ◽

Content Type ◽

Practical Implications

Purpose – In the digital age, constant changes in libraries inform contemporary building design. An innovative library building design is a complicated process and can be viewed as a continuous process of the use of tacit and explicit knowledge and innovative tools and approaches. Knowledge management (KM) can bring about the much needed innovation, and transform tacit knowledge to explicit knowledge. For the design of a library to be successful, it is necessary to apply KM to library building design. The purpose of this paper is to look at key change impacts, to explore how to manage knowledge in building design and to identify key design principles. Design/methodology/approach – This paper looks at key change impacts, explores how to manage knowledge in library building design and pinpoints design principles. Findings – This paper finds that KM can be vital to library building design, and it can be used in all stages: to examine the internal and external environments, transform tacit knowledge to explicit knowledge by using portals, and analyze existing and future issues and trends. When effectively used, KM will result in innovative design strategies and also will reduce the time and costs of the building design and plan processes. The main principles of library building design are flexibility, accessibility, safety and security, applicability, adaptability, efficiency, and sustainability. Practical implications – This paper provides a useful overview of how to manage knowledge in library building design and design principles. Originality/value – The views, discussions, and suggestions will be of value to improve the effectiveness of library building design.

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Transformation paths and influencing factors of tacit knowledge into explicit knowledge in real estate companies: a qualitative study

Engineering Construction & Architectural Management ◽

10.1108/ecam-09-2020-0677 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Guodong Ni ◽

Ziyao Zhang ◽

Zhenmin Yuan ◽

Haitao Huang ◽

Na Xu ◽

...

Keyword(s):

Knowledge Management ◽

Real Estate ◽

Tacit Knowledge ◽

Influencing Factors ◽

Explicit Knowledge ◽

Design Method ◽

Structured Interviews ◽

Content Type ◽

Knowledge Resources ◽

Tacit Knowledge Management

PurposeThe purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.Design/methodology/approachThe study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.FindingsThis study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.Research limitations/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.

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Knowledge Management in Agile Methods Context

Software Design and Development ◽

10.4018/978-1-4666-4301-7.ch081 ◽

2014 ◽

pp. 1675-1709

Author(s):

Zaidoun Alzoabi

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Tacit Knowledge ◽

Explicit Knowledge ◽

Agile Methods ◽

Face To Face ◽

Informal Knowledge ◽

Extensive Documentation ◽

Development Processes ◽

Management Techniques

Agile methods are characterized with flexibility, reliance on tacit knowledge, and face to face communication in contrast to traditional methods that rely on explicit knowledge sharing mechanism, extensive documentation, and formal means of communication. In this chapter, the authors will have a look at the knowledge management techniques used in different software development processes with focus on agile methods. Then they will test the claim of more informal knowledge sharing and see the mechanisms used to exchange and document knowledge. The test is on the basis of a survey conducted by Scott Ambler in 2009, where he surveyed over 300 agile practitioners asking them about mechanisms used and in which context every mechanism is applied.

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TQM and Knowledge Management

Advances in Knowledge Acquisition, Transfer, and Management - Handbook of Research on Tacit Knowledge Management for Organizational Success ◽

10.4018/978-1-5225-2394-9.ch009 ◽

2017 ◽

pp. 236-263 ◽

Cited By ~ 1

Author(s):

Luis Mendes

Keyword(s):

Knowledge Management ◽

Quality Management ◽

Total Quality Management ◽

Tacit Knowledge ◽

Explicit Knowledge ◽

Quality Management System ◽

Conversion Process ◽

Total Quality ◽

Knowledge Based ◽

Strategic Approach

During the last decades, both quality management and Knowledge Management (KM) have undergone a progressive evolution and have been associated with keywords such as competition, creativity, or innovativeness. Moreover, literature points to several commonalities between Total Quality Management (TQM) and Knowledge Management. The main aim of this chapter is to highlight the main commonalities, and to analyze how organizations may benefit from a dual strategic approach based on TQM and KM principles, and how integrated knowledge-based quality management system may benefit the “conversion” process of tacit knowledge into explicit knowledge, as well as the knowledge transfer/sharing process.

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Towards The New Episteme

Systems Approaches to Knowledge Management, Transfer, and Resource Development ◽

10.4018/978-1-4666-1782-7.ch004 ◽

2013 ◽

pp. 45-59

Author(s):

Zbigniew Król

Keyword(s):

Knowledge Management ◽

Tacit Knowledge ◽

Philosophy Of Language ◽

Explicit Knowledge ◽

Professional Collaboration ◽

Science Knowledge ◽

Types Of Knowledge ◽

New Knowledge ◽

Definition Of ◽

The Given

The usual horizon of knowledge science is limited to nominalism, empiricism, and naturalistic and evolutionary epistemologies. I propose to broaden this horizon by applying some other philosophical attitudes, such as a non-nominalistic philosophy of language. A basic methodology for the new episteme, including (non-nominalistic) typology and a definition of knowledge and of tacit knowledge, is proposed. Several types of knowledge and the corresponding tacit knowledge are discussed within a broadened philosophical context. There are many types of knowledge and tacit knowledge using different methods of sharing. The main problem with the effective sharing of tacit knowledge is sharing knowledge relevant to the given problem. The transfer, change and transformation of tacit knowledge into explicit knowledge are possible. An example of such a transition, which I call conceptualization, is described. Conceptualization exemplifies how new knowledge can be created with the use of tacit knowledge. A need also exists for a professional collaboration between knowledge science, knowledge management and philosophy.

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Social Network Structures for Explicit, Tacit and Potential Knowledge

Global Aspects and Cultural Perspectives on Knowledge Management ◽

10.4018/978-1-60960-555-1.ch006 ◽

2011 ◽

pp. 81-90

Author(s):

Anssi Smedlund

Keyword(s):

Knowledge Management ◽

Social Network ◽

Tacit Knowledge ◽

Network Structure ◽

Explicit Knowledge ◽

Network Structures ◽

Underlying Assumption ◽

Knowledge Assets ◽

Social Network Structure

The purpose of this conceptual article is to develop argumentation of the knowledge assets of a firm as consisting of three constructs, to extend the conventional explicit, tacit dichotomy by including potential knowledge. The article highlights the role of knowledge, which has so far not been utilized in value creation. The underlying assumption in the article is that knowledge assets can be thought of as embedded in the relationships between individuals in the firm, rather than possessed by single actors. The concept of potential knowledge is explained with selected social network and knowledge management literature. The findings suggest that the ideal social network structure for explicit knowledge is centralized, for tacit knowledge it is distributed, and for potential knowledge decentralized. Practically, the article provides a framework for understanding the connection between knowledge assets and social network structures, thus helping managers of firms in designing suitable social network structures for different types of knowledge.

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