An analysis of the relationship between knowledge sharing and the project management process groups

Abstract

Because knowledge sharing (KS) can leverage project results, this paper aims to analyze the relationship between KS and the project management process groups (PMPGs). This qualitative research, conducted in large information technology (IT) companies, consists of two phases: (a) an exploratory phase, based on content analysis of nine interviews and documents; and (b) a case study phase based on two cases, where data collected from six interviews and documents were analyzed using content analysis. The research facilitated the identification of the knowledge types involved in each process group as well as opportunities to influence knowledge conversion, thus enabling enhancement of the results obtained from KS in the organization. Furthermore, we identified opportunities to share interproject knowledge that can avoid rework, optimize time, and reduce costs. The study's findings will allow managers to define opportunities for KS in organizations, by identifying when knowledge is being stored and so facilitating the retrieval process. Identifying how employees share knowledge also provides an opportunity to stimulate and inhibit certain behaviors and so create control mechanisms to enhance knowledge management. Lastly, resource allocation is facilitated by identifying the IT necessary to support KS in project teams and which stakeholders are required for each process group. This research combines two different domains by focusing on the means by which KS can leverage results in project management. It also proposes a new, empirically tested, relationship for KS and PMPG, as well as expanding our understanding of the influence KS has on project management.

Interorganizational knowledge sharing in a science and technology park: the use of knowledge sharing mechanisms

“…The managers were asked if the organization shares knowledge with other organizations in the STP and what kind of knowledge the organization shares with other organizations in the STP. The interview guide used a set of questions based on Nonaka and Takeuchi (1995), Gomes et al (2018), Joe et al (2013) and Carmeli et al (2013). The interview questions also covered the activities done and technologies used by the organizations to share knowledge with other organizations in the STP.…”

“…Knowledge exists at all organizational levels and is an intangible that is very difficult to imitate (Alavi and Leidner, 2001; Wasko and Faraj, 2005). Knowledge pertinent on organizations can be of two types: managerial, regarding functional areas such as sales or human resources (Gomes et al , 2018); and technical, related to the core of the company, such as project details, scope, requirements, lessons learned, technological details, product or services development (Joe et al , 2013; Gomes et al , 2018; Steffen, Oliveira and Balle, 2017). Knowledge can come from different sources, such as the employees of the organization, the customers and the suppliers (Darroch, 2003).…”

Dynamic interactions among knowledge management, strategic foresight and emerging technologies

“…In addition to this classification, Lech (2014) proposes that the knowledge specifically existing in organizations can be characterized in two ways: managerial and technical. The first is related to functional areas, such as sales and human resources, whereas the second concerns the firm's core business, such as product development, technological and project details (Lech, 2014;Gomes et al, 2018).…”

A serial mediation model of effects of team innovation on new product development success: Revising the role of team strategic orientations

“…For example, knowledge sharing is a critical knowledge management process for the development of innovations, which should be enhanced during the process of NPD. Indeed, the learned lessons from successful and failed previous projects could allow firms to not make the same mistakes, but it is important to be cautious to the type of team strategic orientation that the firm carries out (Gomes, Oliveira, & Chaves, ).…”