scholarly journals DEVELOPING THE ADAPTIVE KNOWLEDGE MANAGEMENT IN CONTEXT OF ENGINEERING COMPANY PROJECT ACTIVITIES

2020 ◽  
pp. 590-598
Author(s):  
Olha Sherstiuk ◽  
Oleksii Kolesnikov ◽  
Viktor Gogunskii ◽  
Kateryna Kolesnikova
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Project Team ◽  
Industrial Enterprise ◽  
Team Members ◽  
Adaptation Potential ◽  
Competence Level ◽  
Engineering Company ◽  
Knowledge Growth ◽  
Project Participants

The concept of Adaptive Knowledge Management is an approach essentially increasing the effectiveness of project participants in their processes that are unpredictable or initialized in advance by unknown events. The research deals with developing the strategy of proactive formation of project team competencies within an industrial enterprise.  The most important component of this strategy is the formation of “knowledge coordinators” who are responsible for knowledge management and the creation of training and knowledge sharing regulations. On the basis of this strategy the method of determining the adaptation potential of team members is developed, which is based on the assessment of project task implementation of different complexity, taking into account the identifiers of continuous knowledge growth, which allows predicting the possibilities of increasing the competence level and determining the sustainability of project team members’ knowledge. This method can be used to form a project team considering the accumulated experience and knowledge of its participants.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Method for Improving the Efficiency of IT Project Management Using a Genetic Algorithm

2020 ◽  
Vol 26 (12) ◽  
pp. 673-682
Author(s):  
Yu. V. Vaynilovich ◽  
Keyword(s):  
Genetic Algorithm ◽  
Project Management ◽  
Project Team ◽  
It Project Management ◽  
Labor Input ◽  
Team Members ◽  
Software Complex ◽  
It Project ◽  
Project Participants ◽  
Cocomo Ii

The article is devoted to solving the current problem of improving the efficiency of IT project management processes. When managing IT projects, managers are faced with the problem of formation teams and distributing tasks among project participants in the face of the need to minimize costs and completion dates of an IT project. The lack of necessary methods and software doesn't allow the IT project Manager to adequately assess competences and skills of participants, their personal qualities, which leads to a decrease in the effectiveness of project management. The article proposes a method of improving the efficiency of IT project management, which differs by using a genetic algorithm to form project commands and assign team participants to project tasks. The efficiency criterion is the complexity and duration of the project and individual tasks using the COCOMO II method. When forming project teams, takes into account the level of technologies proficiency, experience with technologies, the coherence of the project team members, and the experience of similar developments of project participants. The level of technologies proficiency affects the level of labor input multiplier, experience with technologies — at the level of the multiplier, the coherence of the project team members — on the level of scale factor, the experience of similar development — on the level of the scale factors of the COCOMO II methodology. Taking into account the personal and psychological qualities of project participants reduces the risk of interpersonal conflicts within the team, which also reduces the duration of projects and the labor input of solving tasks. Research of personal and psychological qualities is carried out on the basis of automated tests. The test suite includes Rosenzweig, Belbin, Myers-Briggs, Thomas and Honey-Mumford tests. The developed method is implemented in a software complex for multilevel IT project management. Testing of the method and software complex was carried out within the framework of the students' learning practice of the specialty "Software engineering" of the Belarusian-Russian University. The use of the proposed method allowed to reduce the labor input of solving the tasks of training projects by 19.2 %, to reduce the project realization term by 10 %.

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.

The Effect of Conflict and Knowledge Sharing on the Information Technology Project Team Performance

2020 ◽  
Vol 16 (1) ◽  
pp. 1-20
Author(s):  
Barbara Hewitt ◽  
Diane B. Walz ◽  
Alexander McLeod
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Team Performance ◽  
Group Processes ◽  
Project Team ◽  
Team Members ◽  
Technology Project ◽  
Proposed Model ◽  
It Project ◽  
Information Technology Project

The existent literature lacks papers that explored the proposed model, which examines how process, relationship, and task conflict impacts knowledge sharing and the subsequently perceived team performance in the information technology (IT) development process. The proposed research model adds knowledge sharing to prior studies that explored how the types of conflict impacted team performance. The hypotheses were tested using a field survey, which was distributed to IT project team members. While team members who experience task conflicts tend to share more knowledge and perform better, members who experience more process or relationship conflicts are less likely to share knowledge, and the team performance is also impacted. The results offer insights to explain how the different types of conflict can affect knowledge sharing and subsequently group processes within IT project teams and, ultimately, improve or degrade performance.

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.

The Influence of Project Commitment and Team Commitment on the Relationship between Trust and Knowledge Sharing in Project Teams

2017 ◽  
Vol 48 (2) ◽  
pp. 5-21 ◽  
Author(s):  
Marte Pettersen Buvik ◽  
Sturle Danielsen Tvedt
Keyword(s):  
Knowledge Sharing ◽  
Mediation Analysis ◽  
Construction Project ◽  
Project Team ◽  
Project Teams ◽  
Team Members ◽  
Team Commitment ◽  
The Relationship

The purpose of the study is to enhance our understanding of the relationship among trust, commitment, and knowledge sharing in project teams. We examine how trust directly and indirectly affects knowledge sharing. We include two different foci of commitment that are highly relevant to project teams: team commitment and project commitment. A mediation analysis is conducted on data from 179 project team members in 31 Norwegian construction project teams. Our results suggest different effects of the two foci of commitment, indicating that, in a project team context, project commitment is more important for knowledge sharing than team commitment.

Knowledge sharing barriers in software development teams: a multiple case study in Turkey

Kybernetes ◽  
2017 ◽  
Vol 46 (4) ◽  
pp. 603-620 ◽  
Author(s):  
Ali E. Akgün ◽  
Halit Keskin ◽  
Hayat Ayar ◽  
Zeki Okunakol
Keyword(s):  
Software Development ◽  
Knowledge Sharing ◽  
Project Team ◽  
Structured Interviews ◽  
Project Leadership ◽  
Content Type ◽  
Team Members ◽  
Development Teams ◽  
Multiple Case ◽  
Software Development Teams

Purpose Changing customer demands, needs and desires; emerging technologies; and increasing competition among firms force software development teams to develop and then implement new software projects to satisfy their customers and become more competitive in their marketplace. In this respect, knowledge sharing is critical for project success. However, although knowledge sharing among team members has been investigated by many researchers, knowledge sharing barriers among people have rarely been addressed in project teams in general and software development teams in particular. Thus, the purpose of this study is to investigate knowledge sharing barriers in the software development team context and develop solutions that can overcome these barriers. Design/methodology/approach An exploratory multiple case design was used to explore why software team members in Turkey may be reluctant to share knowledge. In this study, the authors conducted 18 in-depth and on-site semi-structured interviews and then employed content analysis, which uses a set of procedures to make valid inferences from text, to discover knowledge sharing barriers. Findings By interviewing 18 Turkish project team managers, the authors identified knowledge-, individual- and organization-related knowledge sharing barriers among team members. They also demonstrated solutions for the knowledge sharing hesitation among team members based on the experiences of project team managers. Research limitations/implications Some methodological limitations exist in this study. Specifically, the generalizability of the sampling limits the study, which was conducted in a specific national context, Turkish firms in general and the Istanbul district in particular. It is important to note that readers should be cautious when generalizing the results to different cultural contexts. In this regard, a Turkish sample involving the Istanbul district, like that of any culturally bound research, imposes some constraints on the interpretation and application of the results. The study was conducted with in-depth interviews of only 18 managers working in seven companies. Also, this study was performed on system development teams. The results should be confirmed with more samples and different project sets. Practical implications In this study, the authors discover the reasons for knowledge sharing reluctance among team members and some solutions that will eliminate knowledge sharing problems by using case studies. The results show that the reluctance of team members arises from obstacles, which are knowledge-, individual- and organization-related. Also, the conclusions demonstrate that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions. Originality/value The present study investigated whether reluctance to share knowledge derives not only from individual barriers but also from organization- and knowledge-related barriers in a project team context. The authors discovered that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Saifullah Khalid Kiyani ◽  
Scott B. Dust ◽  
Ramsha Zakariya
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Project Success ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members

PurposeAlthough the use of project teams is on the rise, there is a limited understanding of how project managers can ensure project team success. Research to date is relatively broad and does not pinpoint how and why leadership influences success in a project team context. Along these lines, we draw from social learning theory to illustrate that ethical leadership influences project success through leader trust and knowledge sharing.Design/methodology/approachWe collected data from 175 project team members from the information technology and software industry to evaluate our hypotheses. The results were analyzed using structural equation modeling.FindingsOur findings support our hypotheses, illustrating that ethical leadership is related to leader trust and knowledge sharing, and that leader trust and knowledge sharing mediate the relationship between ethical leadership and project success.Research limitations/implicationsOur work illustrates that the behaviors inherent in ethical leadership may be particularly well-suited for these project team challenges. Ethical leaders help team members understand that project success is possible when team members are transparent with one another, discussing their goals and challenges, and then working together to ensure their actions are coordinated in a way that increases the success of the overall project.Practical implicationsFor those in industries or organizations where project teams are commonly used, our study may help to attract, select, and retain project managers that exhibit ethical leadership tendencies. Project managers are likely to be attracted to settings that align with their leadership style. Thus, organizations could focus on developing a culture that focuses on process over results.Originality/valueWe sought to align with the contingency approach to leadership, which suggests that the ideal leadership style depends on the followers, and the context in which the leader and followers interact. Specifically, we investigate ethical leadership as an ideal approach for project managers influencing members of their project teams. Our study demonstrates how ethical leadership is an ideal, context-specific approach that project managers can apply to increase the chances of project success.

What matters for knowledge sharing in collectivistic cultures? Empirical evidence from China

2014 ◽  
Vol 18 (5) ◽  
pp. 1004-1019 ◽  
Author(s):  
Zhenzhong Ma ◽  
Yufang Huang ◽  
Jie Wu ◽  
Weiwei Dong ◽  
Liyun Qi
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Project Teams ◽  
Survey Method ◽  
Key Factors ◽  
International Context ◽  
Content Type ◽  
Team Members ◽  
Collectivistic Cultures ◽  
The Impact

Purpose – The purpose of this study is to identify key factors that facilitate knowledge sharing in collectivistic cultures and further help better understand knowledge management in the international context. Design/methodology/approach – Using a survey method, this study collected data from over 200 managerial employees in knowledge management-based project teams from China. Regression analysis was then conducted to analyze the impact of individual differences and environmental factors on the willingness to share knowledge among team members to identify key factors for successful knowledge retention in the constantly changing organizational environment in a collectivistic context. Findings – The results show that incentives are very important in individual’s decision to share knowledge in project teams even in a collectivistic culture like China and both intrinsically and extrinsically motivated individuals tend to share more knowledge with their team members. Individuals with high altruism are also found more likely to share knowledge with others. Moreover, a trusting environment and explicit knowledge will facilitate knowledge sharing for better retention. Research limitations/implications – More studies should be conducted in other collectivistic cultures to explore cultural barriers in knowledge management in the international context and comparative studies using samples from different cultural backgrounds are also encouraged to help extend the theories on knowledge management. Originality/value – While it is well-known that knowledge sharing is essential for organization to maintain competitive advantage, relatively few studies have examined knowledge sharing in collectivistic cultures, and even fewer have done so in China. This study adds values to the literature by identifying key factors for knowledge sharing in China, and thus helps refine the knowledge management theories and provides insights for multinationals on knowledge management in the Chinese market.

Project Story Capturing System

2014 ◽  
pp. 315-325 ◽  
Author(s):  
Khairul Shafee B Kalid ◽  
Mohd Syafiq Saifullah
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Project Team ◽  
Standard Operating Procedures ◽  
Team Members ◽  
Project Environment ◽  
Informed Decisions ◽  
Standard Operating

Studies have shown that one of the failures of government projects in Malaysia is the lack of necessary knowledge among project team members. Therefore, knowledge management in project environment is seen as important because it enables project team members to perform project activities and make informed decisions more effectively. While knowledge in government projects are made explicitly through project reports, standard operating procedures, guidelines, policies, and others, the capture of tacit knowledge such as project team members’ experience, insights, and judgments are less emphasized. One of the tools to capture tacit knowledge is storytelling. This chapter presents a video-based storytelling system that enables project related tacit knowledge to be captured, stored, and circulated.

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