Measuring Knowledge Enablers and Project Success in IT Organizations

2016 ◽  
pp. 2000-2018
Author(s):  
Donald S. McKay II ◽  
Timothy J. Ellis
Keyword(s):  
Information Technology ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Project Success ◽  
Organizational Level ◽  
Project Learning ◽  
Project Costs ◽  
Survey Results ◽  
The Relationship ◽  
Insufficient Knowledge

Knowledge enablers exist at the organizational and project levels. There is however, no meaningful means to measure organizational or project knowledge sharing. The need to understand the elements that enable this flow of knowledge is dramatically evidenced in information technology organizations in which insufficient knowledge sharing leads to intellectual capital loss, rework, skills deterioration, and repeated mistakes that increase project costs or failures. The goal of this study was to examine the relationship among knowledge sharing processes at the organizational level – organizational learning enablers (OLEs) – the project level – project learning enablers (PLEs) – and project success variables (PSVs). After identifying and validating the OLE, PLE, and PSV constructs they were codified in a survey. Results showed a positive and significant relationship among OLEs, PLEs, and PSVs. A multiple regression indicated that the combination of OLEs and PLEs accounted for 30% of a project's success, however, PLEs alone were not statistically significant.

Measuring Knowledge Enablers and Project Success in IT Organizations

2015 ◽  
Vol 11 (1) ◽  
pp. 66-83 ◽  
Author(s):  
Donald S. McKay II ◽  
Timothy J. Ellis
Keyword(s):  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Project Success ◽  
Organizational Level ◽  
Project Learning ◽  
Project Costs ◽  
Survey Results ◽  
The Relationship ◽  
Insufficient Knowledge ◽  
Project Level

Knowledge enablers exist at the organizational and project levels. There is however, no meaningful means to measure organizational or project knowledge sharing. The need to understand the elements that enable this flow of knowledge is dramatically evidenced in information technology organizations in which insufficient knowledge sharing leads to intellectual capital loss, rework, skills deterioration, and repeated mistakes that increase project costs or failures. The goal of this study was to examine the relationship among knowledge sharing processes at the organizational level – organizational learning enablers (OLEs) – the project level – project learning enablers (PLEs) – and project success variables (PSVs). After identifying and validating the OLE, PLE, and PSV constructs they were codified in a survey. Results showed a positive and significant relationship among OLEs, PLEs, and PSVs. A multiple regression indicated that the combination of OLEs and PLEs accounted for 30% of a project's success, however, PLEs alone were not statistically significant.

Measuring the Relationship Among Learning Enablers and IT Project Success

2019 ◽  
pp. 212-235
Author(s):  
Donald Stuart McKay ◽  
Timothy J. Ellis
Keyword(s):  
Information Technology ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Project Success ◽  
Project Learning ◽  
Project Costs ◽  
It Project ◽  
The Relationship ◽  
Insufficient Knowledge

Knowledge enablers exist at the organizational and project levels. There is, however, no meaningful means to measure organizational or project knowledge sharing. The need to understand the elements that enable this flow of knowledge is dramatically evidenced in information technology organizations in which insufficient knowledge sharing leads to intellectual capital loss, rework, skills deterioration, and repeated mistakes that increase project costs or failures. The goal of this chapter is to describe the relationships between knowledge sharing processes at the organizational—organizational learning enablers (OLEs)—and project levels—project learning enablers (PLEs)—with project success variables (PSVs).

scholarly journals Predicting innovative work behaviors through transformational leadership

2021 ◽  
Vol 10 (1) ◽  
pp. 69-84
Author(s):  
Bruce Gashema
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Social Exchange ◽  
Structural Equation ◽  
Organizational Level ◽  
Equation Modeling ◽  
Important Relationship ◽  
Corporate Social ◽  
The Relationship ◽  
Innovation Behavior

To stay competitive and viable in today's rapidly evolving and highly hostile market climate, companies need to concentrate more on innovation. In this regard, the specific quality of transformational leadership has been strongly linked to organizational innovativeness. However, the purpose of this study is to examine the relationship between transformational leadership and the innovation behavior of employees. The literature review developed in the current study is fundamentally centered on how transformational leaders value innovation by facilitating organizational learning to foster innovative behavior among employees. Corporate social responsibilities as an organizational level factor that can drive employee attitudes were also examined as a moderating effect in this relationship. The rationale of the relationship of the variables is supported by both transformational leadership theory (TFL) and social exchange theory (SET). Data were collected from corporate social responsibility engaged SMEs operating in Rwanda. Using Cranach’s alpha reliability and validity were tested while structural equation modeling (SEM) was used in analyzing data. The findings of this study intend to fill some gaps in the current literature such as the introduction of CSR in the relationship between top managerial level leadership, organizational learning, and innovation behavior of employees, also introducing SET to explain such important relationship

scholarly journals The impact of transformational leadership on individual academy performance through knowledge sharing

2021 ◽  
Vol 9 (2) ◽  
pp. 465-480 ◽  
Author(s):  
Thi Minh Thu Vu ◽  
Khashayar Yazdani
Keyword(s):  
Higher Education ◽  
Social Support ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Employee Engagement ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

The objective of this paper is to evaluate the impact of transformational leadership on individual academy performance through knowledge sharing, organizational learning, organizational commitment in higher education Vietnam. The study conducts the research on 500 lecturers at 10 universities in Vietnam. The study uses Smart pls 3.6 software to analyze the data. The results show that transformational leadership had a positive effect on knowledge sharing, organizational learning and organizational commitment. Ultimately, employee engagement and social support play a moderate role in the relationship between transformational leadership and knowledge sharing statistically. However, organizational learning and organizational commitment did not play any mediate role on the relationship between transformational leadership and knowledge sharing.

Knowledge has no value until it is shared: an empowering leadership perceptive

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Misbah Hayat Bhatti ◽  
Umair Akram ◽  
Muhammad Hasnat Bhatti ◽  
Tabassum Riaz ◽  
Nausheen Syed
Keyword(s):  
Knowledge Sharing ◽  
No Value ◽  
Social Exchange ◽  
Organizational Level ◽  
Empowering Leadership ◽  
Content Type ◽  
Affective Trust ◽  
Individual Level ◽  
High Level ◽  
The Relationship

Purpose The effect of empowering leadership on knowledge sharing is well defined, but factors that stimulate employees for knowledge sharing are still limited. Therefore, this study aims to address to what extent empowering leadership is desirable to create a trustful and fair environment that is conducive for an employee’s knowledge sharing. Design/methodology/approach Through integration of social exchange, equity and uncertainty management theories develop a moderating mediating model that links empowering leadership to knowledge sharing. Three-wave data collection from the sample of 375 managers–subordinates’ dyads was done in Pakistan textile industries. Findings Hierarchal regression analysis and bootstrapping method were applied to test the hypotheses. The results indicate that affective trust partially mediates the relationship between empowering leadership and knowledge sharing. More especially, the findings demonstrate that the relationship between empowering leadership and knowledge sharing becomes strong with high level of distributive and procedural justices. Practical implications This research study uses empowering leadership as a proposed motivational pathway for stimulating employee’s knowledge sharing through development of affective trust and buffering effect of distributive and procedural justices. Originality/value Most of previous research in knowledge sharing just cynosure organizational-level elements like leadership and organizational justices but deteriorate individual factors like trust. Therefore, this study will combine both organizational- and individual-level factors for urging employees for knowledge sharing.

Impact of Inclusive Leadership on Project Success

2021 ◽  
Vol 12 (1) ◽  
pp. 63-79
Author(s):  
Arslan Mir ◽  
Muhammad Rafique ◽  
Namra Mubarak
Keyword(s):  
Knowledge Sharing ◽  
Project Success ◽  
Work Behavior ◽  
Inclusive Leadership ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
The Impact ◽  
The Relationship

The objective of the present study is to investigate the impact of inclusive leadership on project success with the mediating role of innovative work behavior and moderating role of knowledge sharing. Data were collected from information technology projects in Pakistan. After validating the proposed model, path analysis was conducted. The findings revealed that inclusive leadership is significantly related with innovative work behavior and project success. Further, the findings showed that innovative work mediates the relationship between inclusive leadership and project success. Moreover, knowledge sharing doesn't moderate the relationship between inclusive leadership and innovative work behavior. The theoretical and practical implications and limitations of the study are discussed in detail.

Organisational Structure and Project Success: The Mediating Role of Knowledge Sharing

2020 ◽  
Vol 19 (02) ◽  
pp. 2050007
Author(s):  
Muhammad Mustafa Raziq ◽  
Mansoor Ahmad ◽  
Muhammad Zahid Iqbal ◽  
Malik Ikramullah ◽  
Maha David
Keyword(s):  
Knowledge Sharing ◽  
Project Success ◽  
Theory And Practice ◽  
Organisational Structure ◽  
Public And Private ◽  
Public Firms ◽  
The Public ◽  
Mediating Role ◽  
Telecom Service ◽  
The Relationship

This paper looks at the relationship among elements of an organisational structure (i.e. formalisation, centralisation and integration) with project success, and examines whether the relationships are mediated by knowledge sharing. There is limited understanding with regard to how various elements of organisational structure relate to knowledge sharing and project success. Taking a contingency approach and grounding our argument in the resource-based view of the firm, we show that certain elements of organisational structures have positive implications for the project organisation. We draw on survey data from 220 respondents serving in (public and private) project-based telecom service provider firms in Pakistan. Our results show that formalisation and integration are conducive to project success, but centralisation is negatively related to project success. Knowledge sharing mediates the relationship between integration and project success for both the public and private telecom firms, but in case of formalisation, knowledge sharing mediation exists only for the public firms. Based on these results, we draw some implications for theory and practice.

scholarly journals A Research on the Relationship between Knowledge Sharing and Employee Performance: The Moderating Role of Unethical Behaviors in Organizational Level

2016 ◽  
Vol 12 (4) ◽  
pp. 335 ◽  
Author(s):  
Yasin Aksoy ◽  
Evren Ayranci ◽  
Ebru Gozukara
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Employee Performance ◽  
Organizational Level ◽  
Individual Level ◽  
The Public ◽  
Technological Advances ◽  
Unethical Behaviors ◽  
The Relationship

Technological advances in the 21st century raise the importance of the process of accessing and evaluating knowledge. Knowledge sharing is important in individual level as much as is in organizational level. Effective knowledge sharing among the members of an organization makes a positive impact on the realization of goals set by the organization. Knowledge sharing positively affects the performance of the employees who work to reach these goals. Moreover, in the study behaviors of the individuals communicating during the knowledge sharing process are classified as ethical and unethical. Increase in unethical behaviors decrease the effect of knowledge sharing on the employee performance. Unethical behaviors in an organization are classified as behaviors against shareholders, clients, suppliers, employees as well as against the public. This study examines the role of unethical behaviors on the effect of knowledge sharing on the employee performance in the organizational level.

scholarly journals THE INFLUENCE OF PROJECT MANAGER’S MOTIVATION ON PROJECT SUCCESS THROUGH DEVELOPING TRUST AND KNOWLEDGE SHARIN

2020 ◽  
Vol 3 (2) ◽  
pp. 22-24
Author(s):  
Javeria Nawaz ◽  
Hammad Shahab ◽  
Muhammad Ziaullah ◽  
Hassan Raza ◽  
Muhammad Usman Sardar
Keyword(s):  
Knowledge Sharing ◽  
Field Study ◽  
Project Success ◽  
Positive Impact ◽  
Project Managers ◽  
Project Manager ◽  
Research Model ◽  
Telecommunication Sector ◽  
The Relationship ◽  
Gathering Data

The quantity for the project is expanding crosswise over numerous divisions and the related difficulties are substantial. Utilizing a field study, we aim to see how project success can be achieved through project manager motivation by having trust and knowledge sharing among employees inside an organization. Furthermore, we propose a research model that shows the relationship between project manager motivation on project success. In view of gathering data, 400 questionnaires were distributed among workers of the telecommunication sector of Pakistan. Where 16 questionnaires were not filled properly and excluded from the studies. 384 questionnaires were analyzed. Furthermore, the outcome of the gathered data is Analyzed from Smart PLS and shows the positive impact of project managers motivation over project success by sharing knowledge and trust with each other.

Proposing Knowledge Sharing as a Mediator Between Positive Gossip and Success of IT Projects

2021 ◽  
Vol 12 (3) ◽  
pp. 40-49
Author(s):  
Habiba Shah ◽  
Syed Danial Hashmi ◽  
Iram Naz
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Success Factors ◽  
Project Success ◽  
Underlying Mechanism ◽  
Informal Networks ◽  
It Projects ◽  
Team Members ◽  
Critical Success ◽  
Data Collection Technique

Using evolutionary perspective of gossip and knowledge-based view, the study proposes knowledge sharing behaviour as the underlying mechanism that helps in establishing the relationship between positive workplace gossip and success of IT projects. The study used multi-source and multi-layered data collection technique; data were collected from 304 employees working in information technology (IT) projects within Pakistan. The study used peer reports for knowledge sharing behaviour, while gossip and project success were self-reported. Results of the study show that positive workplace gossip has a positive relation with project success. The study also found support of partial mediation of knowledge sharing behaviour between positive workplace gossip and project success. These results have crucial implications for policy makers and project managers of IT projects. The findings reveal the importance of informal social networks of project team members towards project success. Managers shall device such mechanisms that allow for propagation of informal networks and knowledge sharing. Keywords Critical Success Factors, Information Technology Projects, Knowledge Sharing Behaviour, Positive Workplace Gossip, Project Success.

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