The effect of knowledge on system integration project performance

Abstract

PurposeThe paper aims to clarify the relationships between various components of knowledge possessed by the members of system integration (SI) project team and the project performance of those team members. From this lessons are learnt on SI project management issues and managerial implications regarding team member knowledge management for project performance are provided.Design/methodology/approachThe authors validated the model and tested the hypotheses using the structural equation model analysis LISREL.FindingsUsing data from 49 SI projects performed by a prominent consulting firm, the authors discovered a positive relationship between SI project team member knowledge and project performance. Notably, tacit knowledge was found to be influential, but explicit knowledge was not. The leadership capability of team leaders and the communication capability among team members were found to be important factors affecting project performance.Research limitations/implicationsA limited number of SI projects were analyzed due to difficulties with project selection and frequent movement of consultants during the data gathering process. As a result, additional analyses considering project size and complexity were not performed. Project team members' personal knowledge obtained through experience in similar projects or similar industries is very important to improve SI project performance. Leaders of participating SI projects have to think over project team members' tacit product knowledge and tacit process knowledge when building their project's team.Originality/valueThe main contribution of this paper lies in the establishment of a causal relationship between SI project team member knowledge and project performance, as well as in the proposed managerial implications for SI project knowledge management.

How the user liaison's understanding of development processes moderates the effects of user-related and project management risks on IT project performance

“…12 [17] Quantitative N/A Tacit process knowledge, tacit product knowledge, explicit product knowledge Tacit process and product knowledge positively affect project performance but explicit product knowledge insignificantly affects performance.…”

“…However, the list emphasizes the critical references related to these two streams and indicates that relatively few studies have meaningfully integrated knowledge and risk. Table 1 indicates that the majority of studies focus on risks (i.e., numbers 1-10) or knowledge (i.e., numbers [11][12][13][14] in isolation, and only a few studies (i.e., numbers [15][16][17] have attempted to examine both risk-and knowledge-related constructs. Moreover, these few studies present at least three research gaps.…”

“…Although risks exert great uncertainty on the process and outcomes of a project, project-based knowledge facilitates stable development plans and expected outcomes because it is a combination of process and product knowledge related to a project [16,17]. Thus, project-based knowledge may decrease the negative effect of different types of risks.…”

Tracking the Flow of Knowledge in IT Organizations: The Impact of Organizational Learning Factors and Project Learning Practices on Project Success

“…A relationship was found between knowledge transfer amongst project teams, their consultants, and users which in turn correlated with user perceptions of system quality (r = .45) and user benefits (r = .53) [34]. A causal relationship was found between systems integration project success and team member knowledge [27]. Also, a relationship was found between KM practices and project management [37].…”

Project Delivery System Decision Making using Pythagorean Fuzzy TOPSIS

“…However, the utility values of the indicators cannot totally reflect the project characteristics. Fuzzy set is employed to deal with PDSs selection problem (Ng et al, 2005;Hong et al, 2008;Chen et al, 2011;Wang et al, 2014). Actually, the PDSs selection problem can be considered as a multi-criteria decision making (MCDM) problems.…”