This file was dowloaded from the institutional repository Brage NIH -brage.bibsys.no/nih Andersen, S. S., Hanstad, D. V. (2013). Knowledge development and transfer in a mindful project-organization. International Journal of Managing Projects in Business, 6,[236][237][238][239][240][241][242][243][244][245][246][247][248][249][250].Dette er siste tekst-versjon av artikkelen, og den kan inneholde små forskjeller fra forlagets pdf-versjon. Forlagets pdf-versjon finner du på www.emeraldinsight.com: http://dx.doi.org/10.1108/17538371311319007This is the final text version of the article, and it may contain minor differences from the journal's pdf version.
PurposeIn elite sport competitions there are small margins, and small advantages may be the key to big success. Details that in many other setting would be considered insignificant can have a major impact on results. Awareness about risks therefore become key concern in such projects, and this is often viewed as the essence of project management. Compensations for negative outcomes do not make sense. Delays, cost-overruns or compensations are not viable options. In such situations, success depends on the ability to manage risks with a high degree of reliability reflecting the ability to mobilize, use and develop new knowledge. It offers an opportunity to investigate mechanisms for knowledge development and transfer in relation to risk management in a mindful organization.
Design/methodology/approachThe starting point was formal documents and plans, but the main data source is semi-structured in-dept interviews with all major actors involved. The data are representative in the sense that they provide a comprehensive mapping of critical elements in Olympic projects, strategies for dealing with them and how knowledge from earlier projects were exploited. As data were collected they were systematized through open coding, identifying recurrent themes relating to major concerns, influence of earlier experience, knowledge sharing, relationships between experiences and new project team members etc. The next step was to recode descriptive categories in ways that captured underlying analytical or theoretical dimensions relating to different types of risk, knowledge and knowledge carriers.
FindingsThe article links risk management to knowledge development and transfer in a mindful organization. Three mechanisms are crucial for successful project-based learning: 1) relating different competences, 2) reflecting upon experiences, and 3) routinizing lessons learned. Such processes are at the core of a mindful organization. Knowledge transfer and risk management are an integrated part of best practice. In Olympiatoppen there is little codification of knowledge in formal systems and detailed operating procedures. Knowledge is mainly carried by individuals -and activated, evaluated and used in a setting where relationships play a key role. The ability to exploit such mechanisms for knowledge transfer is generally attracting attention as an essential success factor in project-based l...