Building knowledge in projects: A practical application of social constructivism to information systems development

Jackson, Paul; Klobas, Jane

doi:10.1016/j.ijproman.2007.05.011

Cited by 65 publications

(44 citation statements)

References 28 publications

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“…Whilst the remit and contribution of the RPM was broader than the abovementioned problematics, they are both compatible with the RPM's mission to question self-evident project management knowledge. Indeed, it is noticeable how many recent publications within project management journals have sought to question some of the underlying assumptions associated with PM knowledge, including, inter alia: the rise of social constructivism as an alternative epistemology to positivism (Bellini and Canonico, 2008;Jackson and Klobas, 2008), the shift from 'etic' to 'emic' knowledge (Leybourne, 2007), 'being' to 'becoming' ontologies (Linehan and Kavanagh, 2006;Segercrantz, 2009), Mode 1 to Mode 2 knowledge (Cicmil and Marshall, 2005) and the increasing number of papers focusing on more tacit dimensions of managerial practice (Morris and Jameison, 2005).…”

Section: The Case For Critical Project Managementmentioning

confidence: 99%

A consideration of reflexive practice within the critical projects movement

Sage

Dainty

Brookes

2010

International Journal of Project Management

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This paper offers a theoretical commentary on some of the new directions in project management theory offered by the critical projects movement. Specifically it examines the implications of a specific approach to knowledge -dialectics -that is implicitly mobilized within this movement.It examines the dialectic provenance of much of this thinking: dialectics is afforded an implicit importance within critical project management as it offers a more reflexive approach to both understand and manage projects. In pursuing this examination, this paper positions the critical projects movement within a broader set of critical studies of reflexive management. We examine how these understandings of reflexivity might inform project management itself and help shed light on some important assumptions that critical project thinkers will need to address whilst using dialectic thinking. The aim is to open up new debates within these modes of thinking, and to encourage further explorations of their implications for understandings of practice amongst those interested in more reflexive approaches to project management practice and research.

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Section: The Case For Critical Project Managementmentioning

confidence: 99%

A consideration of reflexive practice within the critical projects movement

Sage

Dainty

Brookes

2010

International Journal of Project Management

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“…Projects are collective, purposeful activities based upon the development of common understandings and interpretations of means and ends. They generate the personal and group knowledge contributing to their own success (Jackson and Klobas 2008). Often, a construction project has limited resources (Gabriel et al 2006).…”

Section: Introductionmentioning

confidence: 99%

Multicriteria Selection of Project Managers by Applying Grey Criteria / Projektų Valdytojo Parinkimo Daugiatikslio Vertinimo Modelis

Zavadskas

Turskis

Tamošaitienė

et al. 2008

Technological and Economic Development of Economy

170

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Abstract. There is a number of criteria and associated sub-criteria influencing the match of managers to construction projects. Criteria and sub-criteria were identified based on a thorough review of the related literature and interviews of management personnel involved in the project managers selection. Project managers characteristics are considered to be less important for an effective project management. The model is based on multicriteria evaluation of project managers. The evaluation embraces the identified criteria influencing the process of construction project manager selection. This paper considers the application of grey relations methodology to defining the utility of alternatives, and offers a multiple criteria method of COmplex PRoportional ASsessment of alternatives with grey relations (COPRAS-G) for analysis. In this model, the parameters of the alternatives are determined by the grey relational grade and expressed in terms of intervals. A case study presents the selection of construction project manager. The results obtained show that this method may be used as an effective decision aid in multicriteria selection.

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“…However, recent knowledge management researchers (e.g. Nonaka & Takeuchi, 1995;Christensen and Bang, 2003;Ajmal and Koskinen, 2008) have initiated a move away from seeing the subject in a static, cognitive relationship to propositions stating facts about the empirical world (se also Jackson & Klobas, 2008). Following this recent tradition we adopt an approach where knowledge, neither as an object to be managed nor as a research object, is strictly defined beforehand.…”

Section: Focus On the Perception Of Knowledgementioning

confidence: 99%