Exploring the knowledge inventory in project-based organisations: a case study

Abstract Knowledge and knowledge management are nowadays seen as vital areas for most organisations. Only recently, knowledge management has been introduced in and linked to project management and project-based organisations. However, measuring the available knowledge inventory has been largely neglected. This paper develops and applies an approach for measuring the knowledge inventory in project-based organisations that fits the specific nature of this type of organisation. The approach is illustrated in a case concerning an engineering office.

[1]  D. Leonard-Barton.  CORE CAPABILITIES AND CORE RIGIDITIES: A PARADOX IN MANAGING NEW PRODUCT DEVELOPMENT , 1992 .

[2]  Rolf A. Lundin,et al.  Projects as Arenas for Renewal and Learning Processes , 1998 .

[3]  Matti Vartiainen,et al.  Managing knowledge and knowledge competences in projects and project organisations , 2003 .

[4]  Daniela Damm,et al.  Security issues of a knowledge medium for distributed project work , 2002 .

[5]  B. Chakravarthy,et al.  The persistence of knowledge‐based advantage: an empirical test for product performance and technological knowledge , 2002 .

[6]  Bart Nooteboom,et al.  Towards a cognitive theory of the firm: issues and a logic of change , 1996 .

[7]  John H Payne,et al.  Management of multiple simultaneous projects: a state-of-the-art review , 1995 .

[8]  A. P Van Der Merwe,et al.  Multi-project management—organizational structure and control , 1997 .

[9]  I. Nonaka,et al.  How Japanese Companies Create the Dynamics of Innovation , 1995 .

[10]  S. Fuller.  Knowledge Management Foundations , 2001 .

[11]  R. Grant.  Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp. , 1996 .

[12]  Peter E.D. Love,et al.  Management of knowledge in project environments , 2003 .

[13]  B. Wernerfelt,et al.  A Resource-Based View of the Firm , 1984 .

[14]  Sarah Blackburn,et al.  The project manager and the project-network , 2002 .

[15]  Constance E. Helfat,et al.  Product Sequencing: Co-Evolution of Knowledge, Capabilities and Products , 2000 .

[16]  Scott Fernie,et al.  Knowledge Sharing: Context, Controversy and Confusion , 2003 .

[17]  Jack R. Meredith,et al.  Project Management: A Managerial Approach , 1989 .

[18]  P Patterson,et al.  Managing in a time of change. , 1985, OR manager.

[19]  Jürgen Hauschildt,et al.  Realistic Criteria for Project Manager Selection and Development , 2000 .

[20]  Charles Egbu,et al.  Skills, knowledge and competencies for managing construction refurbishment works , 1999 .

[21]  S. Newell,et al.  Social practices and the management of knowledge in project environments , 2003 .

[22]  Daniel A. Levinthal,et al.  The myopia of learning , 1993 .

[23]  P. Olomolaiye,et al.  Factors and procedures used in matching project managers to construction projects in Bangkok , 2002 .

[24]  Carl P. Zeithaml,et al.  Measuring organizational knowledge: a conceptual and methodological framework , 2003 .

[25]  C. Anumba,et al.  A CLEVER approach to selecting a knowledge management strategy , 2002 .

[26]  Karl M. Wiig.  Perspectives on Introducing Enterprise Knowledge Management , 1998, PAKM.

[27]  R. Grant,et al.  Environments: Organizational Capability as Knowledge Integration , 2022 .

[28]  Christophe Midler,et al.  Project Management Learning: A Contingent Approach , 1998 .

[29]  Joseph Lampel,et al.  The Core Competencies of Effective Project Execution: The Challenge of Diversity , 2001 .