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New Project Knowledge Management: Lessons Learned from temporary structures of Public Sector R&D Organisations

Matthews, Judy H. & Shulman, Art (1999) New Project Knowledge Management: Lessons Learned from temporary structures of Public Sector R&D Organisations. In KNOW 99 Knowledge Management Conference, 27 November 1999, University of Technology, Sydney. (Unpublished)

Abstract

R&D Organisations are key players in the knowledge economy and make major contributions to Australia’s efforts to achieve and maintain competitive advantage. The explicit purpose of R&D organisations is to develop new knowledge and apply existing knowledge in new ways. Much of the R&D is carried out in temporary structures or project teams. Drawing upon theory and grounded in case based evidence, this paper explores how new forms of project management affect knowledge generating and application processes in R&D organisations. It appears that much of the knowledge generation and application occurs through taking advantage of almost naturally occurring oscillations between open and closed system practices over the course of projects. Theoretical and practical lessons and implications for further research are advanced.

Impact and interest:

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ID Code: 14634
Item Type: Conference Paper
Subjects: Australian and New Zealand Standard Research Classification > STUDIES IN HUMAN SOCIETY (160000) > POLICY AND ADMINISTRATION (160500) > Research Science and Technology Policy (160511)
Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Innovation and Technology Management (150307)
Divisions: Current > Research Centres > Australian Centre for Entrepreneurship
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: Copyright 1999 (please consult author)
Deposited On: 01 Sep 2008
Last Modified: 11 Aug 2011 03:26

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