Towards a framework for Knowledge Management in Project Management

Oluikpe, Paul; Sohail, M.; Odhiambo, Frank

doi:10.1504/ijkms.2010.029785

Cited by 5 publications

(4 citation statements)

References 53 publications

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“…Codification is a process of making tacit knowledge explicit (Oluikpe et al, 2010). Nonaka and Takeuchi's (1995) knowledge spiral or SECI Model expostulated the concept of tacit and explicit knowledge and the interplay of both in knowledge work.…”

Section: Codificationmentioning

confidence: 99%

Knowledge creation and utilization in project teams

Oluikpe¹

2015

Journal of Knowledge Management

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Purpose – The purpose of this paper is to explore the knowledge processes that interplay in the social construction and appropriation of knowledge and to test these constructs empirically in project teams. Design/methodology/approach – Literature research and quantitative survey were used. The research identified project success, faster completion times, operational efficiency, innovation and generation of new knowledge as dominating project management expectations in the past ten years. It studied how these projects construct and appropriate knowledge within project teams to achieve these five objectives. Using a quantitative approach, data were sought from 1,000 respondents out of a population of 10,000 from 11 project management areas in eight world regions to test the conceptual model in real-world scenarios. The data gathered were analyzed using quantitative analysis tools and techniques such as reliability, correlation and regression. Findings – There is a lingering difficulty within organizations on how to translate tacit knowledge into action. The transfer and utilization of tacit knowledge was shown to be embedded and nested within relationships. Innovation in projects was found to be mostly linked to replication and codification of knowledge (explicit dimension) as opposed to interpretation and assimilation (tacit dimension). Arriving at a mutual interpretation of project details and requirements does not depend on canonical (formal documentation) methods but mostly on non-canonical (informal) and relational processes embedded within the team. Originality/value – This work studies, in empirical and geographical detail, the social interplay of knowledge and provided evidence relative to the appropriation of knowledge in the project organizational form, which can be extrapolated to wider contexts. The work scoped the inter-relational nature of knowledge and provided further evidence on the nebulous nature of tacit/intangible knowledge. It also proved further that organizations mostly rely on explicit knowledge to drive organizational results, as it is easily actionable and measurable.

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Section: Codificationmentioning

confidence: 99%

Knowledge creation and utilization in project teams

Oluikpe¹

2015

Journal of Knowledge Management

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“…In the early days of KM when organizations began reporting the value of knowledge management in improving organizational processes, it was difficult to put objective measures to these claims. Today, however, we have KM maturity models (APQC, 2010), Intellectual Capital concepts (Edvinsson and Malone, 1997), the SECI model (Nonaka and Takeuchi, 1995), Tan et al's (2006) model, the CRAI Model (Oluikpe et al, 2010) and other KM processes that clarify the knowledge agenda and how these create value for organizations. Carrillo et al (2003) linked knowledge management to business performance therefore providing a justification for organizations to adopt a KM strategy.…”

Section: Introductionmentioning

confidence: 99%

Developing a corporate knowledge management strategy

Oluikpe¹

2012

Journal of Knowledge Management

Self Cite

107

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Purpose-The purpose of this paper is to explore the development of a knowledge management (KM) strategy at the Central Bank of Nigeria (CBN) and how this was embedded in the business processes of the bank. Design/methodology/approach-Literature research and a case study were used as the methodology of the paper. Findings-The need to align KM strategy with business strategy was identified as critical to the success of KM. It was discovered that focusing KM on the Bank's payments system process helped create value and drive business results. A combined approach of codification and personalization was adopted for the KM program of CBN. The strategy adopted involved using a two-pronged approach of communities of practice and a functional portal to drive knowledge management. The paper identifies that this strategy is adding value to the organization and increasing knowledge flows across a dispersed and distributed work environment. Originality/value-Knowledge management in large public sector organizations in Africa is not common. Equally, KM in regulatory financial institutions like Central Banks in Africa is not very common. The paper highlights the challenges of implementing a KM program in a distributed, dispersed and networked public sector organization with 36 branches serving a population of 160 million people in sub-Saharan Africa.

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“…KM solves scheduling problems (Rokou et al, 2012), underpins risk management (Neves et al, 2014), improves project cost and quality management (Suresh et al, 2017). Several benefits of KM applied to PM are recognized in the literature, among other KM have an positive impact on lead time, innovation, project success, operational efficiency and generation of new knowledge, and other benefits (Oluikpe et al, 2010;Wu, Chen, 2010). On the other hand, a lack of KM has on projects, namely it is: inefficiency, repetition of mistakes and a lack of lessons learned (Suresh et al, 2017).…”

Section: Knowledge Management and Project Managementmentioning

confidence: 99%

“…There are also individual empirical results confirming that KM positively effects the sustainability of enterprise operations and that companies which promote creating, sharing and implementing new knowledge are more likely to engage in sustainable development practices (Kumari, Saharan, 2020;Sun et al, 2022). Some studies indicate that KM improves project management (PM) efficiency and effectiveness (Hu et al, 2019;Oluikpe et al, 2010). However, it is still an under-research topic (Moutinho, Silva, 2022;Todorović et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

The Significance of Knowledge Management Processes for Business Sustianability: The Role of Sustainability-Oriented Projects

KLAUS-ROSIŃSKA,

WALECKA-JANKOWSKA,

ZGRZYWA-ZIEMAK

2024

hss

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The paper aims to investigate the correlation between knowledge management and business sustainability through sustainability-oriented projects. The role of projects in promoting sustainability is already recognized, with sustainability-oriented projects emerging as a pivotal mechanism for companies to actively contribute to sustainability goals. Theoretical arguments also suggest that the enhancement of knowledge management is crucial for the advancement of sustainable business. Still, assertions in both areas lack solid empirical verification. Simultaneously, there is a growing emphasis on exploring the connection between knowledge management and project management, as existing studies indicate that knowledge management enhances the efficiency and effectiveness of projects. However, the nexus between knowledge management, project management, and business sustainability remains largely unexplored. This study aims to address two questions: whether knowledge management has a positive effect on business sustainability, and whether it is mediated by sustainability-oriented projects. The research hypotheses are verified through a large-scale empirical study utilizing SEM.

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Towards a framework for Knowledge Management in Project Management

Cited by 5 publications

References 53 publications

Knowledge creation and utilization in project teams

Knowledge creation and utilization in project teams

Developing a corporate knowledge management strategy

The Significance of Knowledge Management Processes for Business Sustianability: The Role of Sustainability-Oriented Projects

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