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Social Media for Project Knowledge Management
Published in Johan Ninan, Social Media for Project Management, 2022
Jianyao Jia, Guofeng Ma, Shan Jiang
Knowledge integration is defined as the process of synthesizing different types of (specialized) knowledge (Okhuysen and Eisenhardt, 2002). On the one hand, social media function as a knowledge pool into which project participants can put their knowledge. This forms the foundation of project knowledge integration. In practice, with the increase in the size of social media online communities (i.e., the number of members in such communities), the efficiency of project knowledge management by such tools tends to decrease. The information processing theory provides an explanation for this phenomenon. Different from large-scale open online communities, project online communities are established to fulfil project requirements, which have specific objectives and aims to solve project issues. In this way, it could be appropriate to host a project online community which involves boundary spanners from each party. The boundary spanner acquires knowledge, not only for herself or himself, more importantly, for knowledge sharing within the project team and knowledge integration within the project online community. The boundary spanner occupies the role of a broker who links the local team and the whole project (Pemsel and Wiewiora, 2013). Or in other words, the boundary spanner promotes knowledge flows across different levels (individual, team, and project).
Establish knowledge processing (framework)
Published in Lukasz Rosinski, Knowledge Management for Project Excellence, 2019
A Project Knowledge Portal is a tool based on web-based access. It is instrumental in knowledge integration combining the benefits of web-based access with more advanced functions, tailored to specific organizational needs or part of a vendor’s product software capability. In the market, Knowledge Portals are generally recognized as company intranets in all their variety. A Project Knowledge Portal could be considered as a special class of such knowledge/information portals focusing on project knowledge and knowledge reuse. Tailor-made, customer business case-driven, knowledge portals (up-to-date) often do not capture the very essence of a Project Knowledge Portal. The obvious explanation is that organizations commissioning such projects lack(ed) access to a thorough conceptual framework, such as ProwLO, promoting the concept of project knowledge and knowledge reuse.
Managing risk management knowledge
Published in Stephen O. Ogunlana, Prasanta Kumar Dey, Risk Management in Engineering and Construction, 2019
Eduardo Rodriguez, John S. Edwards
The sub-processes presented by Alavi and Leidner (2001) are as follows: Knowledge creation: Organizational knowledge creation involves developing new content and replacing the content already in place. The knowledge creation is related to the organization’s social and collaboration capacity to grow knowledge and to validate it (Nonaka 1994).Knowledge storage and retrieval: This process refers to the reality of the need to manage organizational memories; knowledge is created and at the same time forgotten. There are different forms of keeping organizational memories: through databases, information systems, and networks of individuals. There is a difference between individual and organizational memories. The first is developed based on personal experience and observations, while the second can be in documents, databases, systems to support decisions, etc.Knowledge transfer: This process takes place “. . . between individuals, from individuals to explicit sources, from individuals to groups, between groups, across groups and the group to the organization.” Knowledge transfer channels may be formal or informal, personal or impersonal. These channels may be supported by technology and each category may have a different solution.Knowledge application: This process is associated with competitive advantage development and for that there are three mechanisms to create capabilities: directives, organizational routines, and self-contained task teams. Technology can be involved in the application of knowledge which supports knowledge integration and knowledge application by providing access to and updates of directives, organizing, documenting, and automating routines (Alavi and Leidner 2001).
Complementary and Substitutive Roles of Information Technology in the Relationship between Project Characteristics and Knowledge Integration in Software Teams
Published in Information Systems Management, 2023
Nikhil Mehta, Eric Jack, Randy Bradley, Sumedha Chauhan
Prior research has also observed that software development teams actively use various IT-based systems to improve their project outcomes (Schoenherr et al., 2017). Regular communication and collaboration among teams and team members are essential to the success of software projects, especially in the case of Agile software development (Khalil & Khalil, 2019). As such, IT-based communication and collaboration systems such as group decision support systems (GDSS), information communication technologies (ICT), and knowledge management (KM) systems such as project support systems (PSS), electronic knowledge repositories (EKR), and expert directories, play a key role in executing complex projects successfully (Bardhan et al., 2013; Mani et al., 2014). While project KM systems help fulfill voluminous information demands of complex projects, collaborative systems provide the rich synchronous capabilities to support the extensive information-processing needs of such projects (Bardhan et al., 2013; Kankanhalli et al., 2005). These systems also facilitate knowledge integration by helping teams develop a collective understanding of project-related issues and supporting information sharing (Lee & Choi, 2003).
Performance implications of knowledge inputs in inter-organisational new product development projects: the moderating roles of technology interdependence
Published in International Journal of Production Research, 2022
Christoph G. Schmidt, Tingting Yan, Stephan M. Wagner, Lorenzo Lucianetti
Specifically, we show that when the knowledge portfolio is largely composed of external knowledge, product design quality also could be negatively affected. We see one main explanation for our findings. Although a higher external input ratio might help by creating greater access to external knowledge, the focal firm could also face challenges of integrating a higher percentage of external knowledge for improving the final product design (Grant 1996; von Briel, Schneider, and Lowry 2018). Knowledge integration will be more challenging when the knowledge portfolio is mainly made up of externally originated knowledge. Compared to internally created knowledge, externally accessed knowledge usually overlaps less with a focal firm’s business domain and product design needs. As a result, it is more challenging to integrate external knowledge with internal knowledge to facilitate NPD project success (Easterby Smith, Lyles, and Tsang 2008; Modi and Mabert 2007). In contrast, when the knowledge portfolio is primarily composed of a focal firm’s own knowledge, it is easier to integrate the knowledge, and improve the product design due to a shorter distance between the knowledge portfolio and the product development needs.
Difficult knowledge boundaries during requirements determination
Published in Journal of Decision Systems, 2020
Paidi O’Raghallaigh, Stephen Lane, Frederic Adam, David Sammon
For the most part, past research has clearly shown that knowledge sharing has a positive impact on team performance in many different contexts (Argote & Ingram, 2000; Cummings, 2004; Hansen, 2002). Alavi and Leidner (2001) find that both knowledge sharing and application have the most direct impact on the performance of a team that has distributed knowledge. However, S. Y. Choi et al. (2010), contrary to their own expectations, find that knowledge sharing does not have a direct impact on team performance – instead its impact on team performance is fully mediated by knowledge application, which in turn has a direct impact on team performance. In this study we build on this literature to propose that effective teamwork (in both virtual and face-to-face settings) requires an emergent process of rich exchanges in order to support the sharing, integration and application of diverse knowledge across team members. For example, knowledge integration is likely to require not just the sharing of knowledge but rich, multichannel, and synchronous collaboration and timely feedback among team members (Alavi & Tiwana, 2002). This process would require deeper communication that would prosper from the use of boundary spanning objects to support easy, frequent, content- and context-rich interpersonal interactions required to integrate knowledge. In summary, we offer the following propositions as a starting position for our research study: