The Relationships between Project Management and Knowledge Management

2016 ◽  
pp. 2072-2094
Author(s):  
Cláudio Roberto Magalhães Pessoa ◽  
Fabiana Bigão Silva ◽  
Mônica Erichsen Nassif
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Production Line ◽  
Competitive Advantages ◽  
Theoretical Approaches ◽  
New Strategy ◽  
Innovative Products ◽  
Administrative Change ◽  
Sustainable Competitive Advantages ◽  
The Relationship

All companies work nowadays at pursuit of innovation, because that will bring better results. The high demand for innovative products and services has led companies to a permanent state of change, either launching a new product or improving the current, enhancing or changing production line, or making administrative change. According to Davenport and Prusak (1998), organizations recognize that knowledge is the only source capable of generating sustainable competitive advantages. Gattoni (2000) corroborates the authors defending that enterprise knowledge management becomes a new strategy to be matured in terms of competitive gains in projects. Models and theoretical approaches show that the relationship between project management, and information and knowledge management generates significant improvements to organizations. This chapter makes a link of both themes aimed at significant improvements in the organization.

The Relationships between Project Management and Knowledge Management

2015 ◽  
pp. 114-136
Author(s):  
Cláudio Roberto Magalhães Pessoa ◽  
Fabiana Bigão Silva ◽  
Mônica Erichsen Nassif
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Production Line ◽  
Competitive Advantages ◽  
Theoretical Approaches ◽  
New Strategy ◽  
Innovative Products ◽  
Administrative Change ◽  
Sustainable Competitive Advantages ◽  
The Relationship

All companies work nowadays at pursuit of innovation, because that will bring better results. The high demand for innovative products and services has led companies to a permanent state of change, either launching a new product or improving the current, enhancing or changing production line, or making administrative change. According to Davenport and Prusak (1998), organizations recognize that knowledge is the only source capable of generating sustainable competitive advantages. Gattoni (2000) corroborates the authors defending that enterprise knowledge management becomes a new strategy to be matured in terms of competitive gains in projects. Models and theoretical approaches show that the relationship between project management, and information and knowledge management generates significant improvements to organizations. This chapter makes a link of both themes aimed at significant improvements in the organization.

scholarly journals The Effect of Strategic Human Resource and Knowledge Management on Sustainable Competitive Advantages at Jordanian Universities: The Mediating Role of Organizational Innovation

2021 ◽  
Vol 13 (15) ◽  
pp. 8445
Author(s):  
Fieras Alfawaire ◽  
Tarik Atan
Keyword(s):  
Knowledge Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Strategic Human Resource Management ◽  
Education Sector ◽  
Competitive Advantages ◽  
Convenience Sample ◽  
Mediating Role ◽  
Private And Public ◽  
Sustainable Competitive Advantages

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

scholarly journals The effect of knowledge management process on the employee commitment: Evidence from digital marketing industry

2021 ◽  
pp. 1557-1564
Author(s):  
Bui Thanh Khoa ◽  
Le Thi Kim Hoa
Keyword(s):  
Knowledge Management ◽  
Research Result ◽  
Employee Commitment ◽  
Digital Marketing ◽  
Management Process ◽  
Competitive Advantages ◽  
Knowledge Application ◽  
Four Dimensions ◽  
Managerial Implications ◽  
The Relationship

Knowledge management is a process of systematic and transparent creation, development and application of knowledge to maximize knowledge-related performance and business value from knowledge and available wisdom assets. Knowledge management is vitally important with business and one of the competitive advantages. The aim of the study is to find out the relationship between the knowledge management process and employees’ commitment in the digital marketing companies. Through the mix-method research, the research result pointed out that four dimensions of knowledge management process; i.e., Knowledge Acquisition, Knowledge Conversion, Knowledge Application, and Knowledge Protection, positively impact on the employee's commitment. Some managerial implications for the digital marketing businesses were proposed to improve the employee commitment based the knowledge management process.

External and Internal Knowledge in Organizations

2010 ◽  
pp. 298-307
Author(s):  
Rafael Andreu ◽  
Sandra Sieber
Keyword(s):  
Knowledge Management ◽  
Competitive Advantages ◽  
Learning Trajectories ◽  
Sustainable Competitive Advantages ◽  
Over Time ◽  
Internal Knowledge

In this article we discuss how knowledge and learning contribute to developing sustainable competitive advantages in firms. We argue that effective knowledge management (KM) initiatives for this purpose should support appropriate learning initiatives (which we define in terms of learning trajectories [LTs] of individuals and groups within the firm) in order to ensure that knowledge needs are adequately covered over time.

The role of project management office in developing knowledge management infrastructure

2020 ◽  
Vol 27 (10) ◽  
pp. 3261-3287 ◽  
Author(s):  
Hani Arbabi ◽  
Mohammad-Javad Salehi-Taleshi ◽  
Kian Ghods
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Technical Support ◽  
Practice Management ◽  
Second Phase ◽  
Gas Industry ◽  
Content Type ◽  
The Relationship

PurposeKnowledge management (KM) is regarded as an essential factor in project-based organizations (PBOs), leading to organizational learning across projects. Over recent years, most PBOs have inserted project management offices (PMOs) into their hierarchical charts to manage their projects much more coherently. These offices can correspondingly provide KM facilities in PBOs. Thus, this study aimed to analyze the relationship between PMO functions and KM infrastructure, as KM enablers in organizations, in Iranian oil and gas upstream PBOs.Design/methodology/approachA two-phase quantitative survey strategy was exercised in this research. The first phase was to investigate the relationship between PMOs and KM infrastructure and to prioritize PMO functions and KM infrastructure based on their existing implementation/establishment status in Iranian oil and gas upstream PBOs. The research participants, identified through the website of the National Iran Oil Company (NIOC), were comprised of 46 oil and gas upstream PBOs which applied for exploration and production (E&P) certificate in Iran in 2016 and 2017. Accordingly, a total number of 46 questionnaires were submitted to the aforementioned companies with a return rate of 41 cases. The second phase was fulfilled questioning 19 Iranian oil and gas industry experts to determine the one-to-one effect of PMO functions on KM infrastructure and to verify the first-phase results.FindingsThe results indicated a strong relationship between PMO functions and KM infrastructure. This relationship was significant with regard to “practice management” and “technical support”, having the most considerable connections with KM infrastructure. According to the first-phase results, the main functions of PMOs in Iranian oil and gas industry were “practice management” and “technical support”. Considering KM infrastructure, “structure” showed the lowest mean value while “culture”, “human resources” and “processes and procedures” obtained the highest scores. The results also demonstrated that PMO functions could lead to more improvements in “processes and procedures”, as a sub-component of KM infrastructure, compared with other sub-components. Furthermore, the oil and gas industry experts believed that “organizational culture” in KM could be shaped by most of PMO functions.Originality/valueThis study fulfilled the need for exploring the relationship between PMO functions and KM since academic literature lacked a thorough investigation, to the best of authors' knowledge, pertaining to the effects of PMO functions on KM development in oil and gas PBOs.

scholarly journals Analyzing the Mediating Role of Organizational Innovation on the relationship between Knowledge Management and Organizational Entrepreneurship

2016 ◽  
Vol 6 (4) ◽  
pp. 34
Author(s):  
Nahid Naderi Beni
Keyword(s):  
Knowledge Management ◽  
Indirect Effects ◽  
Organizational Innovation ◽  
Industrial Complex ◽  
Competitive Advantages ◽  
Mediating Role ◽  
Applied Study ◽  
The Relationship ◽  
Innovation And Entrepreneurship

Inevitably,in the dynamic organizations, innovation and entrepreneurship are important for preserving competitive advantages and knowledge managementfacilitatesthis relationship.The aim of the present study was to investigate the role of knowledge management on organizational innovation andentrepreneurship. The research was an applied study in terms of the aim of study and a descriptive-correlation in terms of the research method. The population of the study included the staff of Sepahan Battery Industrial Complex as more than 800 individuals in 2015. From among this population, 260 participants were randomly selected. The research instruments for collecting data were questionnaire, The results of the analysis of the questionnaires and testing the hypotheses by Smart-PLS indicatedthat the variable of knowledge managementis directly effective onorganizationalentrepreneurship, but has indirect effects on organizational entrepreneurship via the mediatingrole of organizational innovation.

The Effects of Location and Economic Cluster Development on Native American Entrepreneurship

2008 ◽  
Vol 9 (2) ◽  
pp. 121-131 ◽  
Author(s):  
Vincent J. Pascal ◽  
Daniel Stewart
Keyword(s):  
Native American ◽  
Rural Areas ◽  
Business Performance ◽  
Cluster Formation ◽  
Future Research ◽  
Competitive Advantages ◽  
Local Cluster ◽  
Cluster Development ◽  
New Strategy ◽  
The Relationship

This study investigates the relationship between indigenous entrepreneurship and the location of indigenous firms near economic clusters. In recent years there has been a fundamental shift in the way regional economic development is viewed. Promoting economic cluster formation has become the new strategy for regional competitive advantage and entrepreneurial growth. Cluster development has been shown to facilitate entrepreneurship and business performance, yet no research has been undertaken to investigate whether all entities benefit from local cluster development, especially less well represented parties such as Native American entrepreneurs, who are often located in rural areas away from economic clusters. The findings support the contention that Native American entrepreneurs located near economic clusters enjoy competitive advantages not experienced by their counterparts outside of cluster economies. The implications for Native American entrepreneurship and culture are discussed and areas for future research proposed.

scholarly journals Corporate Social Responsibility Management in Project Management: A Theoretical Approach

2020 ◽  
Vol 36 (66) ◽  
pp. 20-35
Author(s):  
Mario Enrique Uribe Macías
Keyword(s):  
Corporate Social Responsibility ◽  
Project Management ◽  
Social Responsibility ◽  
Theoretical Approach ◽  
Theoretical Approaches ◽  
Theoretical Support ◽  
Temporary Organizations ◽  
Definition Of ◽  
Corporate Social ◽  
The Relationship

The aim of this paper is to present a theoretical approach in order to propose a social responsibility management model for project management. This theoretical support is based on the topics of Corporate Social Responsibility (CSR) and Project Management (PM). In recent times, CSR has been widely applied in permanent organizations, but there is insufficient evidence to indicate that CSR has been systematically incorporated into projects, which are temporary organizations, specifically in PM practices. The method employed began by setting the topics that should be consulted. Then, the documentary research was carried out using renowned databases and books in the two topics, based on the definition of keywords in each of them. Thereafter, the results of the research were classified by topic, and, finally, the theoretical framework was drawn up. The result revolves around items such as social responsibility, CSR, and stakeholders, as regards CSR; and revolves around the items of project and PM, as concerns PM. There is also discussion conducted based on the relationship between CSR and PM, according to the background research. The conclusions relate to the different theoretical approaches found for the concepts of CSR, project, and PM, which frame the development of research.

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