A knowledge management framework for global project development based on Tai Chi principles and practices

Abstract

Purpose – The purpose of this paper is to show how Tai Chi (or T’ai Chi ch’uan) philosophy might be used in global project development. Collected case studies support a Tai Chi-based framework for global project teams to reduce stress and improve decision making through exercises, storytelling, and martial arts practices. The authors first proposed a model or procedural framework based on experiential knowledge from practicing Tai Chi while managing projects. Design/methodology/approach – Analyzing case studies from knowledge managers, project managers, and executive leaders, the researchers collected data on applying the framework from a retrospective case study and from two observational case studies during project development. Tai Chi-based communications and exercises were shown to support critical thinking, knowledge sharing, and problem solving. The proposed framework and four-step procedure build on a global perspective to cultural awareness, creativity, and motivation as well as specific Tai Chi-based tactics, techniques, and operations for knowledge management. This preliminary study looks at improving collaboration in a competitive environment while supporting health, wellness, and work-life enjoyment. Findings – Early research results suggest that teams and individuals working on projects and practicing Tai Chi might develop more cohesive strategies and improve soft skills during their integration of Eastern and Western philosophies. Research limitations/implications – Used case studies methodology, which provided examples of using Tai Chi during projects. Qualitative data used to develop the proposed framework. Also, interviews and discussion reviews conducted for additional validation collected on framework. Practical implications – It is a pioneering, preliminary study. Future research with outcomes-based data from project managers using Tai Chi recommended. Originality/value – The integration of Eastern and Western philosophies into a framework for team project and knowledge management was shown to support cohesive strategies, improve soft skills, and strengthen decision making.

An analysis of research published in the International Journal of Managing Projects in Business from 2008 to 2019

“…, 2013), effective knowledge creation in projects (Canonico et al. , 2013), knowledge management framework (Swain and Lightfoot, 2016) and systematization of knowledge management in projects (Davidson and Rowe, 2009).…”

“…There are 24 articles focusing on learning and knowledge creation activities during project management. This stream includes learning from crisis in projects (H€ allgren and Wilson, 2011), learning from a failed ERP implementation (Venugopal and Suryaprakasa Rao, 2011), learning theory (Jugdev and Mathur, 2013), learning techniques (Ssegawa and Kasule, 2015), knowledge integration (Koskinen, 2012), knowledge development and transfer in projects (Andersen and Vidar Hanstad, 2013), knowledge of virtual projects (Marabelli et al, 2013), effective knowledge creation in projects (Canonico et al, 2013), knowledge management framework (Swain and Lightfoot, 2016) and systematization of knowledge management in projects (Davidson and Rowe, 2009).…”

Desempenho do Escritório de Gerenciamento de Projetos: Divergência de percepções entre a instrução acadêmica e a vivência profissional

“…A gestão do conhecimento é um aspecto crítico da gestão de projetos, pois, ao realizar e gerir as lições apreendidas nos projetos, possibilita favorecer e melhorar o desempenho atual e futuro da organização (Nonaka e Takeuchi, 1995;Davenport e Prusak, 1998). Não se constitui uma tarefa simples de ser realizada, mas, por estar aportada nos indivíduos como conhecimento tácito, é concebida por meio da apropriação e registro sistemático do histórico dos projetos (Rosa, Chaves, Oliveira e Pedron, 2016;Swain e Lightfoot, 2016).…”