Managing the project learning paradox : a set-theoretic approach toward project knowledge transfer
Bakker, Rene, Cambre, Bart , Korlaar, Leonique , & Raab, Joerg (2011) Managing the project learning paradox : a set-theoretic approach toward project knowledge transfer. International Journal of Project Management, 29(5), pp. 494-503.
Managing project-based learning is becoming an increasingly important part of project management. This article presents a comparative case study of 12 cases of knowledge transfer between temporary inter-organizational projects and permanent parent organizations. Our set-theoretic analysis of these data yields two major findings. First, a high level of absorptive capacity of the project owner is a necessary condition for successful project knowledge transfer, which implies that the responsibility for knowledge transfer seems to in the first place lie with the project parent organization, not with the project manager. Second, none of the factors are sufficient by themselves. This implies that successful project knowledge transfer is a complex process always involving configurations of multiple factors. We link these implications with the view of projects as complex temporary organizational forms in which successful project managers need to cope with complexity by simultaneously paying attention to both relational and organizational processes.
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|Item Type:||Journal Article|
|Keywords:||Project-based Learning, Knowledge Transfer, Inter-organizational Project, Temporary Organization, Project Complexity|
|Subjects:||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 > Australian Centre for Entrepreneurship|
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Copyright Owner:||Copyright 2011 Elsevier|
|Copyright Statement:||This is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, [VOL 29, ISSUE 5, (2011)] DOI: 10.1016/j.ijproman.2010.06.002|
|Deposited On:||22 Sep 2011 08:30|
|Last Modified:||17 Sep 2013 21:51|
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