Infrastructures of Knowledge Sharing Countrywide

Knowledge sharing has become a strategic source of gaining and preserving competitive advantage and collaboration between different organizations. Therefore, providing platforms and infrastructure is essential in this process. The method of this chapter is mixed and applied research (first, the author uses literature review and Delphi method, and after that, she does a survey) that was conducted in 2013. The study population was the faculty members of medical universities and research centers in Iran. According to the statistical results, around 17 percent of professors considered the organizational structure as acceptable. There was also a sharing of knowledge and experience of faculties in the 4.82 percent somewhat faculty teaching and research within their organization more than other organizations. From the view of faculties, conferences and forums, with an average rank of 4.93, and personnel exchanges, with the average 4.24, are the most effective ways of sharing. The outcomes of the application will provide an empirical basis for planning and implementing knowledge sharing mechanisms.

Project Management in Library and Information Science

This chapter aims to provide guidelines to design, create, and develop a Community of Practice (CoP) on university library planning and project management courses, based on description of real experience within the framework of an educational innovation project on the Master course in “Documentation, Library, and Archive Management” (Complutense University). A combination of qualitative and quantitative methodology (document analysis, brainstorming, case studies, group discussion sessions, and creation of a Master Catalogue of Values) was used by different members of the CoP: professors, researchers, university librarians, and students. This case study was found to advance means of establishing alliances and mergers between such players in the field of Library and Information Science and also a manner to encourage an enterprising culture among students in our expertise field. Furthermore, CoP has improved quality of University Libraries at Complutense University with a teaching dynamic that can be implemented in additional university courses related to Management.

Knowledge Sharing and IT/Business Partnership

In this highly technology dependent and knowledge intensive economy, organizations were forced to change the way of doing business and move form bricks to clicks to survive and compete. Accordingly, organizations have to adopt the suitable IT solutions that fit their mission, vision, and objectives. One way to achieve that is IT outsourcing either entirely or partially. This is a part of a comprehensive study that investigates the IT outsourcing risk management practice in Syria, identifies the causes of IT outsourcing projects failures and what kind of knowledge is used when identifying risks, and finally proposes a conceptual framework that achieves integrated view of risk management regarding IT outsourcing projects. To achieve that, the researcher followed DRM as a research methodology starting from “what is usually done” moving toward “what can be done most realistically,” which is presented in detail in this chapter and resulted in the proposed framework.

Innovation Management Based on Knowledge

The development of innovation management associated to knowledge management and business inter-organizational relationships based on project management is extremely important for good corporate governance and business performance. The interest of this chapter is to define the conceptual framework of everything mentioned above in technology-based companies. This chapter presents cases based on best practices for the development of innovation management, which is very present in small and medium enterprises with a market approach. This is the case of firms with a defense-related technology. The case study is about the innovation based on knowledge and research and about a technological and strategic view. On the other hand, economic inter-organizational relationships are also taken into account. An empirical analysis of 236 technology-based companies related to Spanish defense industry including a study about Knowledge and Innovation Management (KIM) as well as an assessment of its framework are also included.

Knowledge Management Approaches and Their Contributions to the Generation and Management of Innovation

This chapter presents considerations about the importance of innovation in organizational environments and highlights the role of knowledge in innovation creation. It is observed in the base activities related to the innovation systems, the constant presence of processes centered in learning, building, and knowledge sharing, whereas knowing knowledge management processes and promoting its implementation, both in the innovation systems scope and in the innovation systems agents scope, shows up as an alternative promoter for successful innovation systems deployment, development, and support, and, therefore, for the generation and management of innovation in their respective context. It emphasizes the relevance of knowledge sharing within the scope of innovation systems, where the knowledge management implantation is an essential strategy to the organizations that aim to maintain themselves in the competitive current market. For this purpose, it presents some approaches and models that have been devoted to the theme, aiming to promote knowledge management in organizational environments, as well as showing innovation contribution.

Perspectives of Big Data Analysis for Knowledge Generation in Project Management Contexts

Knowledge generation for Project Management (PM) is a critical modern issue. Projects are a complex, inter-related set of tasks that aim to provide a service or product in a controlled, managed way. In these scenarios, there is a continuous producing of data and information, which is a potential situation for Knowledge Management (KM) interaction. This chapter evaluates aspects and factors on how it is possible to process data and information, in order to generate applicable knowledge to improve project management. A specific consideration is to understand the observation of contexts of huge amounts of data—known nowadays as Big Data—and its potential knowledge generation for project management, as presented in the final study case. A better comprehension on how knowledge management practices, applied to Big Data contexts, can improve project management processes is the main objective in this chapter.

Organizational Change through Information Systems

The strategic reorientation in the new relational economy has been emphasizing the importance of IS/ICT in organizational adaptation to change. In the banking sector, the centrality of the customer, the new distribution channels availability, the time-to-market reduction has made emerge the need of preparation and management change through coordinated and coherent combination of three vital axes to organizational success: business performance, information management, and information technology supporting. In this domain, the development of new distribution channels for banking products and services are presented as e-revolution challenges in strategic nature of banking activities, forcing it to rethink business models established. In this sense, Metavision, the project management plan, provides a framework to guide the development of a reactive organization and provides a method for driving all the associated change in this chapter.

The Roles of Information Technology and Knowledge Management in Project Management Metrics

This chapter reveals the roles of Information Technology (IT) and Knowledge Management (KM) in Project Management (PM) metrics, thus explaining the theoretical and practical concepts of IT, IT capability, Information System (IS) effectiveness, KM, and PM; the measures of IT, KM, and PM metrics; and the significance of IT and KM in PM metrics. The fulfillment of IT and KM is essential for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve constant success in global business. Therefore, it is crucial for modern organizations to explore their IT and KM applications, establish a strategic plan to routinely inspect their functional advancements, and promptly respond to the IT and KM needs of customers. The chapter argues that applying IT and KM in PM metrics has the potential to enhance organizational performance and achieve strategic goals in the social media age.

Innovation Management Based on Customer Satisfaction

The immaterial nature of the knowledge society shifts the focus of management processes for the management of people, from the material to the intellectual capital, from the management of resources to the management of information and knowledge about the mediators and mediated by who produce and consume information produced, in order to create value and wealth for sustainable social development. Thus, it is crucial to clarify the concept of innovation and its determination, as more than the quality of the performance systems (intrinsic value) is important to determine the human reaction of the performance of these systems (perceived value). In this chapter, the author proposes that the success of organizations depends on their ability to satisfy the people that constitute their market, physical or virtual. The author suggests that the successful project management of organizations is sustained in decisions based on the management of information and knowledge of their market demand.

From Project's Information Management to Project-Based Organizational Learning

Project-based organizations have characteristics that raise additional barriers to information management, knowledge sharing, and to organizational learning. The main causes of this are inadequate information architectures and governance, poor collaborative culture, and lack of organization-wide information management strategies. This chapter presents a comprehensive basis to understand the information and knowledge-sharing practices in PBO, as well as the methods and tools that information professionals and project managers should have in mind when performing their tasks. For that, literatures are reviewed focusing on the explanation of the processes of knowledge creation and sharing leading to organizational learning. The main conclusion is that a knowledge-sharing strategy in a PBO should include a set of mechanisms that address a customized mix of the codification and personalization dimensions and that strategies for collaborative information management should be used as enablers for embedding knowledge sharing within the organizational practices and culture.