Managing through Projects in Knowledge-based Environments

Lampel, Joseph; Scarbrough, Harry; Macmillan, Sebastian

doi:10.1016/j.lrp.2007.11.007

Cited by 36 publications

(9 citation statements)

References 18 publications

(11 reference statements)

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“…The knowledge mobilization (Lampel et al, 2008) and knowledge development processes are performed in the phase of executing knowledge management. Acquiring the universal knowledge, in codified as well as personalized forms, that is necessary for project execution is the content of the knowledge mobilization process.…”

Section: Project-level Macro-knowledge Life Cyclementioning

confidence: 99%

“…The first papers about project knowledge management date back to 1987 (Boddie, 1987; Gulliver, 1987) and have attracted the attention of practitioners and researchers since that time. Many articles, some books (Love, Fong, & Irani, 2005; Milton, 2005; Sense, 2007a), and special issues of professional journals devoted to project knowledge management (DeFillippi, 2001; Lampel, Scarbrough, & Macmillan, 2008; Love et al, 2005; Reifer, 2002; Susman & Majchrzak, 2003; Sydow, Lindqvist, & DeFillippi, 2004) have been published. Project knowledge has been collected in bodies of knowledge (e.g., Association for Project Management [APM], 2006; Project Management Institute [PMI], 2008a), standards (e.g., International Organization for Standardization [ISO], 2003), competency standards (e.g., International Project Management Association [IPMA], 2006), methodologies (e.g., Office of Government Commerce [OGC], 2005; PMAJ, 2005a, 2005b), and maturity models (e.g., PMI, 2008b; Software Engineering Institute [SEI], 2006).…”

Section: Introductionmentioning

confidence: 99%

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A Model of Project Knowledge Management

Gasik¹

2011

Project Management Journal

135

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Knowledge is the most important resource needed for project management. The aim of this article is to present a full, consistent model of project knowledge management. There are two basic types of project knowledge: micro‐knowledge, needed for performing a single task (or its part), and macro‐knowledge (in other words, all the knowledge possessed by people from a given organizational level). Project knowledge is managed at four distinct levels: individual, project, organization, and global. The article describes the micro‐knowledge life cycle and macro‐knowledge life cycles from each organizational level, as well as the processes of vertical knowledge flow between organizational levels.

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Section: Project-level Macro-knowledge Life Cyclementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A Model of Project Knowledge Management

Gasik¹

2011

Project Management Journal

135

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“…The need for learning and innovation is often given as the major reason for firms to deploy projects in the organizing of work tasks (Allen, 1996;DeFillippi and Arthur, 1998;Edmondson, 2003;Lampel et al, 2008). Project work, it is argued, confers a relatively high degree of decision autonomy and discretion on those actually performing specific tasks, allowing organizations to respond more flexibly and more speedily to external demands.…”

Section: Introductionmentioning

confidence: 99%

Why don’t (or do) organizations learn from projects?

Swan

Scarbrough

Newell

2010

Management Learning

Self Cite

149

122

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Many different types of organizations use projects to accomplish specific tasks, especially tasks that involve innovation. However, research demonstrates that there are often problems associated with both learning within projects and learning transfer from projects to the wider organization, important if the project learning is to become organizationally institutionalized. In this paper we explore and explain the mechanisms linking project and organizational learning through a meso-level study of project-based learning across different organizational contexts. We identify how a key issue explaining the project learning and project learning transfer is the extent to which project activities are embedded within the roles, routines and practices of the organization. In doing this we identify different types of embeddedness of projects and demonstrate the facilitating and constraining influence of these different types in different organizational contexts.

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“…In recent years there has been substantial growth in the literature on projects and project based organizations (Hobday, 1998(Hobday, , 2000Lampel et al 2008;Brady and Davies, 2004;DeFillippe and Arthur, 1998;Whitley, 2006;Zollo and Winter, 2002;Sydow et al 2004;Siggelkow and Levinthal, 2003;Scranton, 1997;Lichtenthaler, 2010). This reflects the growing economic importance of project based organizations across a range of sectors, particularly in relation to the generation of new technology (for example, biotech firms in pharmaceuticals) or finding new solutions to established problems (for example hedge funds in financial services).…”

Section: Introductionmentioning

confidence: 99%

Projects, Project Capabilities and Project Organizations

Nightingale¹,

Baden‐Fuller²,

Hopkins³

2011

Advances in Strategic Management

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This paper clarifies our understanding of the project based firm (PBF) by sharpening the theoretical foundations of project capabilities. It emphasizes the differences between project capabilities that eliminate variance in project outcomes (to control costs and add value), and economies of scale that reduce costs across multiple projects. It also highlights how the different ways in which value is captured by project based organizations can feedback to influence how these capabilities and scale economies are generated. This opens up new typologies of project based organizations, with implications for theory and practice.

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Managing through Projects in Knowledge-based Environments

Cited by 36 publications

References 18 publications

A Model of Project Knowledge Management

A Model of Project Knowledge Management

Why don’t (or do) organizations learn from projects?

Projects, Project Capabilities and Project Organizations

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