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Where Knowledge Management Resides within Project Management
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Author(s): Jill Owen (Monash University, Australia) and Frada Burstein (Monash University, Australia)
Copyright: 2005
Pages: 17
Source title:
Case Studies in Knowledge Management
Source Author(s)/Editor(s): Murray E. Jennex (San Diego State University, USA)
DOI: 10.4018/978-1-59140-351-7.ch009
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Abstract
This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.
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