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.

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A variety of life cycle models for software development are generally available. Many of the variations were composed to overcome problems in the classic waterfall model. However, it is generally difficult to compare and contrast the methods and very little literature is available to guide developers and managers in making choices. Moreover in order to make informed decisions developers require access to real data that compares the different models and the results associated with the adoption of each model. This paper describes an experiment in which fifteen software teams developed comparable software products using four different development approaches (V-model, incremental, evolutionary and Extreme Programming). Extensive measurements were taken to assess the time, quality, size, and development efficiency of each product. The paper presents the experimental data collected and the conclusions related to the choice of method, its impact on the project and the quality of the results.

Incremental software development offers many benefits compared with more traditional development approaches. Indeed, incremental approaches have been utilised for many years due to the involvement of users, the early demonstration of capability and the potential for risk reduction that they offer. However, there appears to have been little work on modelling, planning and controlling incremental development. The paper attempts to introduce a quantitative analytical framework for evaluating such approaches and their impacts on the development effort. Models that predict development effort as an exponential function of product size are used in the paper to explore some of the relationships between effort and the number of increments, thereby providing new insights into the economic impact of incremental approaches to software project