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Project team’s internal and external social networks and their influence on project performance

Liang, Chen, Wiewiora, Anna, Gable, Guy G., & Trigunarsyah, Bambang (2009) Project team’s internal and external social networks and their influence on project performance. In Bolisani, Ettore & Scarso, Enrico (Eds.) Proceedings of the 10th European Conference on Knowledge Management, Academic Publishing Limited, UK, Università Degli Studi Di Padova, Vicenza, pp. 957-963.

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Abstract

The research on project learning has recognised the significance of knowledge transfer in project based organisations (PBOs). Effective knowledge transfer across projects avoids reinventions, enhances knowledge creation and saves lots of time that is crucial in project environment. In order to facilitate knowledge transfer, many PBOs have invested lots of financial and human resources to implement IT-based knowledge repository. However, some empirical studies found that employees would rather turn for knowledge to colleagues despite their ready access to IT-based knowledge repository. Therefore, it is apparent that social networks play a pivotal role in the knowledge transfer across projects. Some scholars attempt to explore the effect of network structure on knowledge transfer and performance, however, focused only on egocentric networks and the groups’ internal social networks. It has been found that the project’s external social network is also critical, in that the team members can not handle critical situations and accomplish the projects on time without the assistance and knowledge from external sources. To date, the influence of the structure of a project team’s internal and external social networks on project performance, and the interrelation between both networks are barely known. In order to obtain such knowledge, this paper explores the interrelation between the structure of a project team’s internal and external social networks, and their effect on the project team’s performance. Data is gathered through survey questionnaire distributed online to respondents. Collected data is analysed applying social network analysis (SNA) tools and SPSS. The theoretical contribution of this paper is the knowledge of the interrelation between the structure of a project team’s internal and external social networks and their influence on the project team’s performance. The practical contribution lies in the guideline to be proposed for constructing the structure of project team’s internal and external social networks.

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ID Code: 28360
Item Type: Conference Paper
Additional URLs:
Keywords: Knowledge transfer, project team, internal social network, external social network, performance
ISBN: 9781906638405
Subjects: Australian and New Zealand Standard Research Classification > LANGUAGES COMMUNICATION AND CULTURE (200000) > COMMUNICATION AND MEDIA STUDIES (200100) > Communication Studies (200101)
Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisation and Management Theory (150310)
Divisions: Current > Research Centres > CRC Integrated Engineering Asset Management (CIEAM)
Past > QUT Faculties & Divisions > Faculty of Built Environment and Engineering
Past > QUT Faculties & Divisions > Faculty of Science and Technology
Past > Schools > School of Urban Development
Copyright Owner: Copyright 2009 The Authors. All Rights Reserved.
Deposited On: 02 Nov 2009 10:07
Last Modified: 29 Feb 2012 23:56

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