Knowledge network creation methodology selection in project-based organizations

Abstract

Purpose -In today's knowledge-based economy, knowledge networks (KN) increasingly are becoming vital channels for pursuing strategic objectives in project-based organizations (PBO), in which the project is the basic organizational element in its operation. KN initiatives often are started with the selection of a creation methodology, which involves complex decisions for successful implementation. Thus, the purpose of this paper is to address this critical selection of methodology and proposes a holistic framework for selecting an appropriate methodology in this kind of flatter, speedier, and more flexible organizational form. Design/methodology/approach -In the first step, the study established a theoretical background addressing the problem of KN creation in PBO. The second step defined selection criteria based on extensive literature review. In the third step, a holistic framework was constructed based on different characteristics of existing methodologies categorized according to the selected criteria. Finally, the suggested framework was empirically tested in a project-based firm and the case study and the results are discussed. Findings -A holistic framework was determined by including different aspects of a KN such as network perspectives, tools and techniques, objectives, characteristics, capabilities, and approaches. The proposed framework consisted of ten existing KN methodologies that consider qualitative and quantitative dimensions with micro and macro approaches. Originality/value -The development of the theory of KN creation methodology is the main contribution of this research. The selection framework, which was theoretically and empirically grounded, has attempted to offer a more rational and less ambiguous solution to the KN methodology selection problem in PBO forms.

Motivations for the initiation of knowledge management activities in times of routine and emergency

“…In addition, KM improves productivity and organizational growth, accelerates innovation and increases the organization' ability to manage change. Expanding organizational knowledge, increasing the experience of knowledge workers and strengthening the expertise in the organization are also attributed to the management of this strategic organizational resource (Bourouni et al, 2015;Du Plessis, 2005;Durst et al, 2019;Mazorodze and Buckley, 2019).…”

“…As part of this, they are also exposed to perceptions of senior management about KM. In contrast, knowledge managers, also known in the literature as Chief Knowledge Officers (Bourouni et al, 2015), work in a wide variety of organizations in the local market. They are responsible for leading KM activities in their organizations and outline the KM policies of the organization to which they belong.…”

Desempenho do Escritório de Gerenciamento de Projetos: Divergência de percepções entre a instrução acadêmica e a vivência profissional

“…As redes de relacionamento permitem compreender questões conexas aos resultados organizacionais (Tomaél, Alcará e Di Chiara, 2005;Quatman e Chelladurai, 2008), dentre as quais se destacam as interfaces na rede de atores que estão no ambiente de projetos, posto que o processo de criação das redes sociais é o fruto de uma ação recíproca entre conhecimento e comprometimento dos indivíduos e grupos, quando se refere ao desempenho na gestão de projetos (Aubry, 2011;Bourouni, Noori e Jafari, 2015).…”

“…Desse modo, as observações nesses relacionamentos procuram descobrir padrões de interação entre os indivíduos para determinar as condições sob as quais eles surgiram e quais serão suas consequências. Padrões, crenças, valores, normas, artefatos e liderança estratégica que se refletem nos aspectos culturais dos gerentes e equipes de projetos (Quatman e Chelladurai, 2008;Bourouni et al 2015).…”

Knowledge management practice of medical cloud logistics industry: transportation resource semantic discovery based on ontology modelling

“…With the adoption of innovative technologies and the Internet of things (IoT), intellectual capitals show an increasing influence on performance improvement and brand reputation promotion by knowledge management practices (Su et al, 2020;Zhou et al, 2018a). The organizational value can be created by the successful operation of intellectual capitals, and organizational profits can be achieved by knowledge acquisition, diffusion and management (Bourouni et al, 2015;Su et al, 2018). The Internet-based technology and platform economy motivate the sharing and opening of operational management with redundant information and big data.…”