Integrating Knowledge Management with Programme Management

Owen, Jill

doi:10.4018/9781599049335.ch213

Cited by 4 publications

(5 citation statements)

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“…Companies cannot manage their risks effectively if they cannot manage their knowledge without KM as a tool to communicate risk among project team members; RM may suffer from ineffectiveness and inefficiency [82]. KM framework is developed to take advantage when carrying out tasks based on KM approach, assuming if knowledge is created, transferred, and reused because an individual performs a specific task [83]. The application of KM process to support RM process has the potential to iteratively mitigate possible risks, thereby increasing the likelihood of successful project execution [84].…”

Section: Discussionmentioning

confidence: 99%

Intellectual Capital Exploitation in Investment Opportunity Set Through Risk Premium: Strategy to Increase Company Value

Sumiati¹,

Wijayanti²,

Iswari³

2020

Proceedings of the 3rd Asia Pacific International Conference of Management and Business Science (AICMBS 2019)

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This study aims to describe the strategic relationship between intellectual capital and investment decisions of companies. This study attempts to include intellectual capital, supported by risk management in increasing company value. The approach of this study is conducted through describing risk management based on utility theory and risk premium measurement, including estimation of the manager's attitude towards risk. This paper integrates literature review to identify the strategic relationship between intellectual capital and investment decisions. Several basic theories are also employed to establish the relationships, which engage knowledgebased theory, risk management, and knowledge-based risk management theory. Based on those theories and previous studies, this study investigated that intellectual capital served as an intangible capital based on knowledge shifting companies' performance leading to changing company value. However, intellectual capital has been unable to determine company value. Investment policy should be undertaken for shifting company value emphasizing an investment opportunity set as an important mediation between intellectual capital and company value. Meanwhile, based on risk management theory, to undertake investment, a company should consider the risk premium in investment decision making due to moderating effect of risk premium on company's performance, which in turn affects the company value. Therefore, this study determines the risk premium as a moderating variable driving investment opportunity set. Keywords: knowledge-based theory, risk management and knowledge-based risk management theory, risk premium 3]. This fact is considered logical as the research by Bontis et al. [4] explains that IC covers all capital for competent human resources, non-human resources and relationship capital; thus, IC becomes a compatible corporate variable.

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Section: Discussionmentioning

confidence: 99%

Intellectual Capital Exploitation in Investment Opportunity Set Through Risk Premium: Strategy to Increase Company Value

Sumiati¹,

Wijayanti²,

Iswari³

2020

Proceedings of the 3rd Asia Pacific International Conference of Management and Business Science (AICMBS 2019)

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“…The role of a program management office and a program management officer is central to this process (Rijke et al, 2014). In addition to coordinating, monitoring and controlling project performance, they are also responsible for facilitating, coordinating, capturing and sharing knowledge (Owen, 2008) to enable its further use in other situations and contexts. Practitioners might consider these activities in this context: establish learning as a project goal; establish a center for coordination and knowledge management at the program level; establish procedures for reporting on new knowledge gained; establish stable structures for knowledge sharing. facilitate self-organization for knowledge transfer establish cross-project collaboration for knowledge transfer; establish learning platforms for shared sense-making and knowledge sharing; organize knowledge sharing events; organize meetings to facilitate information and knowledge transfer between projects and with organizational units; rotate staff between projects; develop a learning culture; encourage experimentation and learning from mistakes; identify and share best practices; organize communities-of-practice for specific topics or problems; increase the learning capacity of the people involved through training and education; invest in motivating employees to learn; and stimulate, support, and facilitate the institutionalization of new valuable knowledge. …”

Section: Learning Across Teams Through Programsmentioning

confidence: 99%

Section: Learning Across Teams Through Programsmentioning

confidence: 99%

Team learning in the context of learning organizations

Rupčić

2022

TLO

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Team learning is one of Senge's (1990) learning organization disciplines that has attracted considerable interest in both academic research (interdisciplinary research) and practice (in terms of developing effective teams). Due to the rapid changes in the organizational internal and external environment, teams have become the most important organizational building block. Teamwork is studied both as a process and as an outcome with the purpose to identify the conditions that contribute to and lead to team effectiveness. Team learning is a process that contributes to and leads to effective teamwork. Team learning is particularly important for organizational learning and effectiveness because anything a team learns or achieves can be transferred to other units and eventually to the entire organization. It is well known that many organizational change projects start at the team level and are later transferred to the entire organization. Team learning can also contribute to the development of a learning organization, as it is the process by which team members, through their interactions and joint sense-making, explore and exploit new knowledge in "the process of aligning and developing the capacity of a team to create the results its members truly desire" (Senge, 1990, p. 236). Team learning is therefore a special kind of individual and organizational mastery that builds on personal mastery, requires continuous assessment of existing mental models, calls for a common vision and thrives on systems thinking. In this way, teams are organizational primary complex, adaptive, learning systems that influence organizational dynamics by creating their own dynamics and momentum for change. However, uncertain, dynamic and ambiguous situations have a particular impact on teamwork and team learning, and deserve a closer look at their dynamics. Therefore, they are particularly important for learning organizations, which prompted guest editors Teresa Rebelo, Paulo Renato Lourenço and Isabel Dordio Dimas to take a closer look at their dynamics in Special Issue (issue one) of volume 29 of The Learning Organization journal (Rebelo, Lourenço, & Dimas, 2022).More specifically, in this Special Issue, de Groot, Leendertse, and Arts (2022) addressed the problem of focused project team learning which has limited impact on organizational learning. The solution could lie in program management, which could promote learning and knowledge transfer from project teams to other organizational units and the parent organization as a whole. In this regard, a case study was conducted on project-based organization involved in five infrastructure programs. Marques-Quinteiro, Uitdewilligen, Costa, and Passos (2022) examined virtual teams and the role of team reflexivity on team performance in decision-making teams. Ryymin and Lamberg (2022) looked at This work is a part of the project "Development of management in the entrepreneurial economy and society" supported by the University of Rijeka, Croatia (Grant No. 18-44 1174).

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“…Advocates of KM's integration with PM claim that it is necessary to enable the people involved in the project to take individual contributions to the project's objectives and align them with the organization's strategic objectives (Levin, 2010). So far, several attempts have been made to combine aspects of KM and PM in order to improve project success (Cope et al, 2006;Lierni & Ribiere, 2008;Owen, 2008;Ismail et al, 2009;Gudi & Becerra-Fernandez, 2006;Yeong & Lim, 2010). Most recently, Handzic and Durmic (2015) proposed a new conceptual model which combines factors from three fields in a way that can increase the rate of project success in organizations.…”

Section: Fusionmentioning

confidence: 99%

The KM Times They Are A-Changin’

Handžić

2017

JEMI

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This paper traces the changes in the development of the field of knowledge management (KM) over time, through a review of the representative literature and the author's own research. The paper starts by going back to the origins of KM and reflects on three significant evolutionary stages termed fragmentation, integration and fusion. Following these reflections on the KM past, the paper speculates on the possible KM future. It identifies three emerging trends named extension, specialization and reconceptualization that point to several possible KM futures. The first two involve decentralisation and regeneration of prior KM interpretations, while the third trend signals a revolutionary next KM generation. Irrespective of the direction it may take, the evidence presented in this paper suggests that KM has a future, although it may not be without challenges.

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Integrating Knowledge Management with Programme Management

Cited by 4 publications

References 0 publications

Intellectual Capital Exploitation in Investment Opportunity Set Through Risk Premium: Strategy to Increase Company Value

Intellectual Capital Exploitation in Investment Opportunity Set Through Risk Premium: Strategy to Increase Company Value

Team learning in the context of learning organizations

The KM Times They Are A-Changin’

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