Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
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.

Where Knowledge Management Resides within Project Management

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

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.

scholarly journals Relevant factors for tacit knowledge transfer within organizations: an exploratory study

2012 ◽  
Vol 19 (2) ◽  
pp. 233-246 ◽  
Author(s):  
Bernardo Lemos ◽  
Luiz Antonio Joia
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Management Strategy ◽  
Critical Elements ◽  
Tacit Knowledge Transfer ◽  
Oil Company ◽  
Relevant Factors ◽  
Exploratory Factorial Analysis

Knowledge and management of such knowledge have been studied for some time now in the field of Management. However, in the 1990s, with the growth in the economy based on intangible assets, companies needed more than an unstructured approach to corporate knowledge management to succeed in this new competitive environment. Therefore, this article aims to identify, in an exploratory way, the relevant factors for tacit knowledge transfer within a major Brazilian oil company trough a case study. This study reviews the literature concerning tacit knowledge transfer within organizations, and using a quantitative approach based on exploratory factorial analysis, it collects facts in order to identify the relevant factors for tacit knowledge transfer within the organization under study. It can be said that idiosyncratic factors, the knowledge management strategy adopted by the company, and its organizational structure are the critical elements for the success of tacit knowledge transfer within the organization under analysis. Finally, three propositions arising from the results obtained are then consolidated and presented in order that they may be tested in a future explanatory study and the research limitation are unveiled.

KNOWLEDGE MANAGEMENT SEBAGAI STRATEGI REVOLUSI PENGETAHUAN PROFESI DHARMADUTA

2019 ◽  
Author(s):  
Heriyanto
Keyword(s):  
Knowledge Management ◽  
Content Analysis ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Human Factor ◽  
Explicit Knowledge ◽  
Analysis Method ◽  
Information Communication ◽  
Communication And Technology

The purpose of this article was to describe the knowledge management in dharmaduta profession. Data were collected through various resources such as books and other primary and secondary references. The analysis method that used was content analysis descriptive explanations and had been narratively discussed in depth. The result of this article in form and knowledge management pattern in dharmaduta profession, which can be used to support the assignment and its function. Here are patterns and knowledge management form that have to be implemented by a dharmaduta: Learning for an instructor/ a dharma preacher, knowledge sharing and knowledge transfer for a dharmaduta preacher, knowledge storage and externalization, organisation environment and the implementation of dharmaduta knowledge, explicit knowledge become tacit knowledge and other supportive factor, such as human factor and Information Communication and Technology (ICT).

scholarly journals A knowledge management perspective of the project management office

2017 ◽  
Vol 14 (3) ◽  
pp. 350 ◽  
Author(s):  
Jeniffer De Nadae ◽  
Marly Monteiro de Carvalho
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Daily Basis ◽  
Project Managers ◽  
Project Management Office ◽  
Seci Model ◽  
Management Perspective ◽  
Operational Practices

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.

scholarly journals KNOWLEDGE MANAGEMENT DHARMADUTA

2019 ◽  
Author(s):  
Heriyanto
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge

Tujuan kajian adalah mendeskripsikan bagaimana knowledge management dalam profesi dharmaduta. Data-data dikumpulkan melalui berbagai pustaka, seperti buku-buku dan sumber referensi lain baik primer dan skunder. Untuk selanjutanya metode analisis yang digunakan adalah konten analisis, dengan penjabaran secara deskriptif dan menarasikan kembali secara mendalam. Hasil kajian mendeskripsikan bentuk dan pola knowledge management dalam profesi dharmaduta yang dapat digunakan dalam mendukung dan efektivitas tugas dan fungsi. Pembelajaran untuk dharmaduta, knowledge sharing dan knowledge transfer bagi dharmaduta, knowledge storage dan externalization, lingkungan organisasi dan implementasi knowledge dharmaduta, explicit knowledge menjadi tacit knowledge, dan faktor pendukung tambahan seperti faktor manusia dan Teknologi Informasi dan Komunikasi (TIK) merupakan pola dan bentuk knowledge management yang harus segera diimplementasikan oleh seorang dharmaduta.

The Need for Knowledge Management in the Malaysian Film Industry: A Case Study

2007 ◽  
Vol 06 (03) ◽  
pp. 173-180 ◽  
Author(s):  
Vimala Perumal ◽  
Peter Charles Woods
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Film Industry ◽  
Transfer Of Knowledge ◽  
Depth Interview ◽  
Prior Literature ◽  
Real Phenomenon ◽  
Production House ◽  
Insight Into

This paper reports a case study on how knowledge is transferred through a film project and how it has been utilised. Prior literature and knowledge transfer theory is used to review the studied project and to draw recommendations on how best to utilise knowledge as well as to create an awareness on the importance of knowledge transfer in a film project. In order to gain the insight into the realm of the transfer of knowledge in the film industry, a project entitled Chemman Chaalai and produced by One Hundred Eye Sdn. Bhd. Production House was chosen. An in-depth interview approach was used to study the real phenomenon of knowledge transfer during the production of the film work.

Knowledge creation and utilization in project teams

2015 ◽  
Vol 19 (2) ◽  
pp. 351-371 ◽  
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.

Knowledge management for library building design

2016 ◽  
Vol 37 (1/2) ◽  
pp. 2-12 ◽  
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.

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

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.

The death of distance, revisited: disseminative capacity and knowledge transfer

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chansoo Park
Keyword(s):  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Psychic Distance ◽  
Content Type ◽  
Tacit Knowledge Transfer ◽  
The Relationship ◽  
Moderating Role ◽  
Foreign Parent

Purpose The purpose of this paper is to assess how the transfer of explicit and tacit knowledge is affected by the knowledge disseminative capacity of a foreign parent firm, with an emphasis on the moderating role of psychic distance, by developing and testing a theoretical model of international joint venture (IJV) learning. Design/methodology/approach The author tested the hypotheses with survey data collected from 199 IJVs in South Korea, estimating a structural equation model using AMOS 23.0. Findings The authors found that the capacity of the foreign parent to disseminate knowledge to the IJV has a greater impact on explicit knowledge transfer than tacit knowledge transfer. He also found that the relationship between disseminative capacity and explicit knowledge transfer is significantly moderated by psychic distance, but the relationship between disseminative capacity and tacit knowledge transfer is not. Originality/value The results are critical for IJVs and parent firms seeking to improve knowledge transfer, as they establish the importance of parent firms’ disseminative capacities and the moderating role of psychic distance in the process of both tacit and explicit knowledge transfer. This research addresses the research gap regarding disseminative capacity by providing empirical evidence.

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