Technological Tools Virtual Collaborative to Support Knowledge Management in Project Management

Díaz-Piraquive, Flor Nancy; García, Víctor Hugo Medina; Aguilar, Luís Joyanes

doi:10.1007/978-3-642-30867-3_15

Cited by 4 publications

(4 citation statements)

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“…Finally, we address research opportunities that relate to KM with elements of strategic management such as AC (KM1) and DC (KM2) that recognize knowledge as a central resource for innovation processes (Oliva and Kotabe, 2019;Teece, 2019). Besides, LLs (KM3) enable knowledge transfer across projects, from individual projects to the permanent organization Mahura and Birollo (2021), Piraquive et al (2013), andGaron (2006). Our model also considers that KM is anchored in the assumption that knowledge is created through the social interaction between TK (KM4) and EK (KM5) (Albort-Morant et al, 2018;Shujahat et al, 2019).…”

Section: Discussionmentioning

confidence: 99%

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Knowledge management enablers and barriers: exploring the moderating effect of communication barriers

Alves

Nadae²,

Carvalho³

2022

IJMPB

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PurposeThis study aims to explore the moderating effect of communication barriers (CBs) on the relationship between knowledge sharing barriers (KSBs) and knowledge management (KM), considering the two enablers, technology and organizational culture, in the project context.Design/methodology/approachThe authors adopted survey-based research approach. The data were analyzed using partial least squares structural equation modeling (PLS-SEM), applying the SmartPLS 3.0 software.FindingsThe results show the significant and positive effect of both enablers (culture and technology) on KM. Furthermore, the authors identify significant relationship between KSBs and communications barriers. Finally, it elucidated the moderate effect of CBs.Research limitations/implicationsThe data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between exploitative and exploratory learning and innovative strategies.Practical implicationsThe results can guide organization toward cultural and technological issues supporting KM. Moreover, for project managers and practitioners it shows the importance to avoid communications barriers, driving efforts and resources to manage the flow of information efficiently, developing communication processes that integrate the project team and reducing CBs.Originality/valueThe study reveals complex paths that organizations take toward KM. The research findings show how CBs play a critical moderating role in the relationship between KSBs and KM.

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Section: Discussionmentioning

confidence: 99%

“…Thus, it is necessary to find ways of sharing relevant information on experiences and lessons learned (LLs) from individual projects to the permanent organization and to enable knowledge transfer across projects (Mahura and Birollo, 2021;Piraquive et al, 2013) and storage of project LL (Shahzadi et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Knowledge management enablers and barriers: exploring the moderating effect of communication barriers

Alves

Nadae²,

Carvalho³

2022

IJMPB

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“…It is remarkable that the most common project management maturity models do not address knowledge management as a separate entity for maturity assessment. I argue that, as knowledge management is of high importance in general management nowadays [35][36][37] and in project management practice [38][39][40][41], it should be distinguished as a distinct area of maturity assessment.…”

Section: Literature Reviewmentioning

confidence: 99%

Assessing Project Management Maturity in the Area of Knowledge Management in Select Companies

Spałek¹

2014

IJEFM

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Project management is of high significance for companies nowadays. This is of special interest for those organizations which operate in the multi-project environment. For them, it is crucial to find out how good they are at managing projects. To that end, the project management maturity assessment concept was developed. However, getting a picture of the organization is only the first step. The second should be to analyze the results and, based on them, undertake appropriate activities in order to increase efficiency in project management. There are various models of project management maturity (PMM) assessment in different areas. In investigating current management trends, the knowledge management concept is one of the most important ones. Therefore, in author's opinion the modern PMM model should definitely address the knowledge management area. In the article based on the world-wide empirical study of 400 companies, I discuss the PMM level in the knowledge management area. The assessment was done using the author's PMM model which measured maturity in four areas: methods and tools, human resources, project environment and knowledge management. The investigated companies were from the machinery, construction and information technology branches. The major research effort was focused on the machinery industry as this sector of the economy is not well recognized in empirical research related to project management. Moreover, the main aim of the study was to compare Polish and foreign companies via an examination of diverse industries. The results of the study revealed that, in general, the foreign companies are at a higher PMM level in the knowledge management area than their Polish counterparts. This difference is discussed in the article. Among the industries, the most mature was information technology and this is also elaborated on. In addition, the study shows that the mean maturity level of all investigated companies is rather small. The reasons for that fact are explained and the implications for the companies are outlined.

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“…Moreover, we can distinguish its main supporting roles in the following areas of the companies activities: human resources (Bratnicki, 2005;Zavadskas, 2012), methods and tools (Beringer et al, 2012;Trocki et al, 2012), environment (Ritter and Gemunden, 2004;Romanowska, 2009;Spalek, 2012;Stabryła & Wozniak, 2012) and knowledge management (Gasik, 2011;Liebowitz, 2003;Lindner & Wald, 2011;Paliszkiewicz, 2007;Pemsel & Wiewiora, 2013;Piraquive et al, 2013) Considering the abovementioned definitions and articles written on the topic of PMOs, we can assume that PMOs vary significantly, which was highlighted in the paper by (Hobbs & Aubry, 2006a;. The abovementioned authors show how comprehensive PMOs can be, the numerous challenges that could be associated with running PMO and how important it is to conduct more empirical research.…”

Section: Introductionmentioning

confidence: 99%

Improving Industrial Engineering Performance through a Successful Project Management Office

Spałek

2013

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The improvement of industrial engineering performance is currently a key issue. Companies can achieve such an improvement in different ways. One way, especially for companies operating in a multi-project environment, is a successfully operating Project Management Office (PMO). Recent studies have revealed that a successful PMO is a key factor influencing organisational performance. The author of this study conducted a world-wide research with a sample of over four hundred PMO cases to identify what determines the success of their operations. This study revealed that to achieve a successfully operating PMO, we should focus on the activities of the PMO during two periods: short term (up to one year) and long term (two or more years). Consequently, in each of these time frames, there are different issues that need to be addressed to run a successful PMO and, thus, improve industrial engineering performance. Moreover, the efficacy of operations in a multi-project environment is crucial for practitioners. Therefore, the findings of this research will help managers to improve organisational performance, which should result in the ability to manage more projects on time and within the budget and scope of the PMO. This paper advances the current state of knowledge on PMO success factors and explores new research areas.

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Technological Tools Virtual Collaborative to Support Knowledge Management in Project Management

Cited by 4 publications

References 0 publications

Knowledge management enablers and barriers: exploring the moderating effect of communication barriers

Knowledge management enablers and barriers: exploring the moderating effect of communication barriers

Assessing Project Management Maturity in the Area of Knowledge Management in Select Companies

Improving Industrial Engineering Performance through a Successful Project Management Office

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