Knowledge transfer in project-based organisations : the need for a unique approach
Wiewiora, Anna, Trigunarsyah, Bambang, & Murphy, Glen D. (2010) Knowledge transfer in project-based organisations : the need for a unique approach. In Yigitcanlar, Tan (Ed.) Rethinking Sustainable Development : Planning, Infrastructure Engineering, Design and Managing Urban Infrastructure. IGI Global, pp. 306-317.
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Effective knowledge transfer between infrastructure projects plays a significant role in organisational success and discovery of new technologies, helping to achieve and maintain competitive advantage and, in effect, sustainable infrastructure development. Knowledge is recognised as an important organisational asset that adds value while being shared. To date, research on knowledge transfer has focused on traditional (functional) types of organisations. However, existing knowledge transfer approaches fail to address the issue of unique characteristics of project-based organisations, and the fact that functional and project-based organisations significantly differ in terms of structure, processes, and characteristics. Therefore, there is a need for a different, separate approach for managing knowledge in the project environment. The aim of this chapter is to highlight this need. An extensive literature review is provided on the areas of project management, knowledge management, and organisational structure; this is further supported by empirical evidence from interviews with project management practitioners. Conducting a ‘cross-field’ literature review provides a better understanding of the knowledge transfer mechanisms and its application to projects, and of the importance of knowledge transfer across projects. This research is crucial to gaining a better understanding of knowledge transfer in the project environment. It stresses that there are dissimilarities between project-based organisations and functional organisations in terms of organisational structure, duration of processes, viewpoint of time, response to change, and mobility of people, and that there is a need for a unique strategic approach in order to achieve effective transfer of knowledge. Furthermore, findings presented in this chapter reveal key elements that play an important role in across project knowledge transfer. These elements include: social communication, lessons learned databases, and project management offices.
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|Item Type:||Book Chapter|
|Keywords:||Knowledge Transfer, Project-based Organisations|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Innovation and Technology Management (150307)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Past > QUT Faculties & Divisions > Faculty of Built Environment and Engineering
Current > Schools > School of Management
|Copyright Owner:||Copyright 2010 IGI Global|
|Deposited On:||24 Nov 2010 00:02|
|Last Modified:||06 Sep 2012 15:39|
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