In many project-based industries, there has recently been an increased tendency for collaboration and cocreation of value with the customers. However, many existing studies report inherent challenges and complexities related to multipartner collaboration. This article presents a conceptual framework that explains the focal collaboration-related elements and their interdependencies in multipartner projects. The elements in the framework and relations between them are derived from the existing empirical studies and theoretical literature on collaboration, knowledge integration, and project success. Based on the conceptual analysis of the extant literature, we identify eight collaboration antecedents and three collaboration outcome elements. The conceptual framework explains how two collaboration mediators, project-collaboration quality and knowledge-integration capability, relate collaboration antecedents with collaboration outcomes. In addition, based on the literature analysis, we identify 15 mechanisms that enhance the project-collaboration quality in multipartner projects. The article provides novel insights on the dynamics of collaboration in multipartner projects by offering the concepts of project-collaboration quality and knowledge-integration capability and explaining their role in collaborative projects

Purpose -Knowledge management (KM) needs a systematic approach to develop capabilities which accelerate the evolution of knowledge into a key organizational resource. This paper aims to address this issue.Design/methodology/approach -This paper reports the empirical findings of a case study offering insights into the infrastructure and process capabilities required to provide knowledge support for organizational routines and activities.Findings -It also presents a four-stage framework that helps to make sense of the development of capabilities during the implementation of KM initiatives.Practical implications -The research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.Originality/value -As above, the research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.

Software projects require tacit knowledge and shared contexts for creative problem solving. Existing knowledge management frameworks focus on codifying knowledge laying an emphasis on managing explicit knowledge, typically ignoring the tacit element. This research provides a framework that mobilises and integrates both tacit and explicit knowledge, and facilitates the flow of common knowledge to address unstructured situations in software projects. The framework is developed from empirical evidence gathered while conducting an extended case study at one of the world's largest software organisations. The research has implications for the knowledge management literature by establishing knowledge as something that is made resourceful by being competently mobilised and utilised, rather than by being managed through capture and storage. Thus, the paper attempts to fill a gap in the literature on a phenomenon that is increasingly becoming more relevant in empirical settings. Copyright # 2010 John Wiley & Sons, Ltd. INTRODUCTIONEfficiently utilising knowledge can make a major contribution towards project success. Organisations adopt a project approach to carry out a range of vital operational and innovative activities. Projects are temporary by nature and their implementation requires creative actions, practitioner experience and the ability to apply knowledge to new development problems. The amount of knowledge required to manage a project depends upon the novelty and uniqueness of the required outcome.However, though each project is unique, the processes involved in delivering the final outcome are often similar. Without the reuse of existing knowledge, project-based organisations have to create solutions to every problem encountered. Projects need not start from scratch and can utilise existing processes and participants can learn from experiences and knowledge gained during previous implementations. Projects therefore require an underpinning knowledge management framework that facilitates the sharing of knowledge and learning through reflection.Software projects are characterised by frequent change and uncertainty, which make them unpredictable, and require the sharing and application of tacit and explicit knowledge for creative problem solving. Most knowledge management frameworks in the literature place an emphasis on managing explicit knowledge by focussing on the processes of capture, storage, retrieval, transfer and application. Tacit knowledge, on the other hand, needs the key mechanisms of interaction and feedback for effective sharing and use. An effective knowledge management approach therefore requires that existing and created tacit and explicit knowledge be mobilised, integrated, shared, applied and made available to team members during project implementation. This paper presents a knowledge management framework, which addresses the need to make this dynamic form of tacit and explicit knowledge available and accessible for effective utilisation.An extended case study was conducted at one of the world's l...

An effective knowledge approach requires tacit and explicit knowledge are mobilised, integrated, and made available to support collaboration between team members. Most knowledge management (KM) frameworks lay an emphasis on managing explicit knowledge by focussing on the processes of capture, storage, retrieval, transfer and application. Tacit knowledge, on the other hand, needs the key mechanisms of interaction and feedback for effective sharing and use. The paper presents a model validated during a case study conducted at one of the world's leading software organisations. The model addresses the need to make both tacit and explicit knowledge available and accessible for effective decision-making and sustainable development, and improved environmental impact. It makes use of the mechanisms of interaction and feedback to facilitate the flow and availability of tacit knowledge within organisational practices and routines. The paper establishes that knowledge flows between functional areas and supports tasks and activities of an organisation's development effort. The findings have longer-term implications regarding organisations' ability to manage context, provide feedback and facilitate interaction, and therefore build upon their existing knowledge resources to improve decision-making and sustainability.

Abstract:The effective use of knowledge results in better decision-making within projects. Moreover, the unpredictable nature of software projects and the need for effective commuachieve this, presents a framework to facilitate social interaction and feedback during the development process.