Organizational Learning in Project-Based Companies: A Process Thinking Approach

Koskinen, Kaj U.

doi:10.1002/pmj.21266

Cited by 43 publications

(38 citation statements)

References 38 publications

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“…As a contribution to project theory development, a MOL approach firstly adds support to the view of organizations, including projects, as primarily about organizing, learning, and sensemaking (Ivory et al, 2006;Koskinen, 2012;Lundin and Söderholm, 1995;Thomas, 2000;Weick, 1979Weick, , 1995.…”

Section: Project Theory Developmentmentioning

confidence: 99%

Knowledge formation and learning in the management of projects: A problem solving perspective

Ahern

Leavy

Byrne

2014

International Journal of Project Management

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In contrast to traditional projects, which are assumed to be fully specified and then executed with little learning anticipated, complex projects cannot be fully specified at the outset and require continuous learning over their life cycles. Nevertheless, the key role of knowledge formation and learning in managing complex projects is under-developed for expanding project capability boundaries to include knowledge uncertainty and indeterminacy.Drawing inspiration from Karl Weick's enactivist ideas and an empirical study of two organizations that developed project capability for complex projects, the paper develops an integrated view of projects and project management that is grounded in problem solving learning and organizing.More specifically, a project is reconceptualised as 'a mode of organizing to accomplish a temporary undertaking' with intrinsic learning. This perspective views complex projects under knowledge uncertainty as learning organizations, with implications for project management theory and practice.

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Section: Project Theory Developmentmentioning

confidence: 99%

Knowledge formation and learning in the management of projects: A problem solving perspective

Ahern

Leavy

Byrne

2014

International Journal of Project Management

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“…However, due to the continually changing nature of project-based organizations, it is a challenge for management of these firms to improve performance (Koskinen, 2012). According to Packendorff and Lindgren, research on project activities has traditionally been focused on single projects as the unit of analysis.…”

Section: Introductionmentioning

confidence: 99%

Evolution of project based organization: A case study

Kwak

Sadatsafavi

Walewski

et al. 2015

International Journal of Project Management

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Little research has been conducted on how project-based organizations navigate internal and external pressures to develop and improve project competences over time. Using a cases study approach, this paper examines the development and implementation of project based organization over a period of 30 years. Overall, the evolution of project management competencies in the organization broadly followed the prevailing approaches in improving organizational management practices uncovered in review of literature. The organization's capability to adopt and implement project management frameworks improved over time as senior managers became more masterful at matching improvement actions into the organizational context. This research also presents how a systematic approach of project management maturity models for identifying and implementing project management practices and processes can increase the effectiveness and comprehensiveness of overall management practices. The study concludes with a series of recommendations in further improving project management practices and processes in project-based organizations.

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“…Today, many companies can be viewed as project‐based organizations; in other words, an organization in which the majority of products or services are produced through projects for either internal or external customers (Turner & Keegan, ). In these organizations, learning through and from projects is becoming increasingly important in order to achieve competitive success (Brady & Davies, ; Koskinen, ; Williams, ; Yeo, ). Also, different research initiatives (e.g., Kotnour, ; Swan, Scarbrough, & Newell, ) recognize the importance of managing learning, both within projects and between projects, in order for the whole organization to benefit from the lessons learned (Torres & Gati, ; Weldy & Gillis, ).…”

Section: Introductionmentioning

confidence: 99%