The interplay of knowledge management, operational and dynamic capabilities in project phases

Abstract

Purpose Project delivery organizations (PDO) have to develop competitive advantage against new entrants. This study aims to explore the knowledge conversion transactions proposed by Nonaka and Takeuchi (1995) in project phases through the interplay of dynamic and operational capabilities. This study is based on a case study for a PDO in the engineering industry. Design/methodology/approach This study proposes a model of dynamics between the constructs, and its illustration with a case study of a PDO. The research extends the socialization, externalization, combination and internalization (SECI) model of knowledge management (KM). Findings This study provides an overview of existing research related to the constructs like applicability of operational and dynamic capabilities, knowledge configuration and knowledge management processes to individual projects delivered by a PDO for its clients. Further, this study provides an overview of the knowledge configuration adopted by an organization and how it helps to build the competitive advantage of an organization. Research limitations/implications This study proposes a model for applying the constructs to each of the phases of a project. It then illustrates the knowledge value chain in a PDO in the field of engineering projects with detailed insights into the steps of sensing, seizing and sharing knowledge across the project life cycle. Practical implications Project-based firms can use the learnings and create their own SECI model linking the conceptual model of KM and PDO and KM value chain. Social implications In social projects implementation, this conceptual model and process will be helpful in building efficiency and effectiveness. Originality/value This case study presents the knowledge value chain in a PDO in the field of engineering projects with detailed insights into the steps of sensing, seizing and sharing knowledge across the project life cycle.

Identification of Knowledge Management Barriers in Scientific R&D Projects in Czech Academic Environment

“…The experience gained should represent valuable knowledge for current and future projects and should be comprehensively transferred [77]. The loss of such knowledge can be reflected in the resulting costs of project implementation, and resources such as time and money will be spent unnecessarily to capture the knowledge that already existed in the organization [78]. However, based on our findings, we add that project teams are often composed of people who have never worked together and did not even expect to have to work together, and managing knowledge in these circumstances is not easy.…”