Examining the Influencing Factors of Cross-Project Knowledge Transfer: An Empirical Study of IT Service Firms

Despite the significance of knowledge transfer in IT service industry, our understanding of knowledge transfer between projects remains limited. Different from the existing studies mainly examining knowledge transfer at organizational level or at individual level within the same project team, this study examines the factors that influence cross-project knowledge transfer in IT service firms. Based on the process logic of knowledge transfer, we develop an integrated theoretical model that posits that cross-project knowledge transfer is influenced by knowledge, transfer activities, project teams’ transfer capabilities, project team context and project task context. We use the recipient IT project implementation performance to measure the effectiveness of cross-project knowledge transfer. Results of the preliminary test show that the designed questionnaires have scalability for the latent constructs, and the theoretical model has its rationality to some extent. To fully assess our proposed research model, we will collect large data set and perform a complete data analysis to test our model. Our study contributes to existing research by focusing on cross-project knowledge transfer and empirically investigating the performance effect of project-related factors. Results of the study will have important implications for IT practitioners

Mapping the Connection between Knowledge Transfer and Firm Competitiveness: An Empirical Research in the Basque Country

Knowledge transfer (KT) is a trending topic phenomenon, widely studied due to its connection with the innovation processes in the firms and the competitiveness gained. Evidence of a close relationship between effective impact of KT processes, successful innovation, and higher business performance is already found out. Therefore, a corporate management guide instrument to rule the company through an optimal global KT tactic might become a noteworthy competitive improvement. Thus, the aim of this research is to depict an extensive model for optimal KT for those organizations who handle this resource as a strategic asset for competitiveness. We firstly analyze a set of theoretical KT models and taxonomies of recent formulation in order to develop a conceptual model which encompasses all factors enabling a successful result of KT. Then, we proceed with an empirical fieldwork, with the purpose of comparing and enhancing the discovery. The study is based on qualitative interviews with companies and institutions sited in the Basque Country and whose KT activities are frequent and heterogeneous. The model is conceived and illustrated as a compilation of dimensions of influences, highlighting the key performance factors for the firm. Finally, we display the findings of the study, bringing to light a direct link between KT impact and the extent of competitiveness of a company, and revealing a set of main success factors: suitable design and implementation of mechanisms to perform KT, effective cooperation between players, skilled management of the mix of knowledge, and propitious organisational culture

Project governance : "schools of thought"

The terminology, definition and context of project governance have become a focal subject for research and discussions in project management literature. This article reviews literature on the subject of project governance and categorises the arguments into three schools of thought namely the single-firm school, multi-firm school and large capital governance school. The single-firm school is concerned with governance principles related to intra-organisational projects and practice these principles at a technical level. The multifirm school addresses the governance principles concerned with two of more organisations participating on a contractual basis on the same project and focuses its governance efforts at the technical and strategic level. The large capital school considers projects as temporary organisations, forming their own entity and establishing governance principles at an institutional level. From these schools of thought it can be concluded that the definition of project governance is a function of stakeholder complexity and functional positioning in the organisation. It is also evident that further research is required to incorporate other governance variables and related theories such as transaction theory, social networks and agency theory. The development of project governance frameworks should also consider the complexity of projects spanning across international companies, across country borders and incorporating different value systems, legal systems, corporate governance guidelines, religions and business practices.http://www.sajems.org/am2014ai201

Project governance : "schools of thought"

The terminology, definition and context of project governance have become a focal subject for research and discussions in project management literature. This article reviews literature on the subject of project governance and categorises the arguments into three schools of thought namely the single-firm school, multi-firm school and large capital governance school. The single-firm school is concerned with governance principles related to intra-organisational projects and practice these principles at a technical level. The multifirm school addresses the governance principles concerned with two of more organisations participating on a contractual basis on the same project and focuses its governance efforts at the technical and strategic level. The large capital school considers projects as temporary organisations, forming their own entity and establishing governance principles at an institutional level. From these schools of thought it can be concluded that the definition of project governance is a function of stakeholder complexity and functional positioning in the organisation. It is also evident that further research is required to incorporate other governance variables and related theories such as transaction theory, social networks and agency theory. The development of project governance frameworks should also consider the complexity of projects spanning across international companies, across country borders and incorporating different value systems, legal systems, corporate governance guidelines, religions and business practices.http://www.sajems.org/am2014ai201

The archicture of R&D joint projects: the social network analysis approach

This paper examines the effect of network properties on the performance R&D joint projects. In particular, we examine the impact of network cohesion, diversity and shape on the performance of these of exploration and exploitation R&D projects. We test these measures using data on projects from European R&D networks developed under the framework of Eureka projects. The empirical results indicated some network properties enhance the project’s performance and these differ depending on the kind of technological project developed. Our results suggest a lower heterogeneity, greater cohesion and network centralization in exploitation than in exploration projects. Our findings show different types of structures depending on the aim of the joint project and that there exist different degrees of cohesion between the partners that comprise the core and the peripheral nodes

Multi-level project governance: Trends and opportunities

© 2014 Elsevier Ltd and International Project Management Association. Project governance is important in ensuring successful project delivery. In this article we conduct a systematic investigation of previous research to provide a content-driven review of the literature, and to provide future research direction. We use the textual data mining software Leximancer to identify dominant concepts and themes underlying project governance research. Our findings indicate that agency and stakeholder theories have been adapted to the project governance context to a greater extent than other theories. Furthermore, we find differences in project governance research, published in project management journals compared to general management, IT and engineering journals. We conclude the paper by presenting a framework that links governance theories to the multiple organizational levels relevant to project governance

Governance factors enabling knowledge transfer in interorganisational development projects

In this study we examine governance factors affecting knowledge transfer in interorganisational development projects. There is a gap in the literature indicating a need for more insights into processes of knowledge sharing and governance of interorganisational development projects. By using cases from the Dutch construction industry, we discus how interorganisational development projects are governed and what impact this has on knowledge transfer between the firms involved. We find that knowledge transfer towards participating firms cooperating in an interorganisational development project is positively influenced when partners govern their cooperation by using mutual trust and contract complementary

The alignment of strategic objectives within the context of Temporary Multi-Organisations

Current research investigating the alignment of projects with organisational strategy has predominantly focused on formation and implementation of strategic objectives within the boundary of a single, permanent organisation. Within the construction industry, the temporary organisation, created by the client organisation to deliver the project, is formed from multiple organisations that are brought together, under contractual conditions, to engage in a single endeavour. This creates a situation whereby multiple strategic objectives, and hence, multiple perceptions of project success, are pursued at anyone time. The research, forming this thesis, investigates how the varied organisations that comprise a Temporary Multi-Organisation (TMO) seek to align multiple strategic objectives within the context of a single construction project, and realise project success. In achieving this aim, the study exposes a number of ambiguities and difficulties organisations face when seeking to realise strategic objectives through a TMO. Four cases of recently complete construction projects within the public sector were selected for empirical study. Qualitative data collected from interviews with actors across organisations participating in each TMO, was supported by secondary data comprising of project documentation from each case. The study finds that the strategy of the TMO, which evolves to realise project success, is guided by the varied strategic objectives of organisations participating in the project, and is influenced by the environmental conditions, procurement strategies, client complexity and leadership style of the client project manager, which together, influence the strategic behaviour of the TMO. This research contributes to theories of strategic fit and the theory of temporary organisations through a model of strategic alignment within the context of a TMO that explains the complex interactions, which occur when multiple organisations engage within a single construction project. The research also contributes to the understanding of project success through a model of identifying the varied and competing success criteria within a TMO. Finally, the research contributes to leadership theory, through analysis of leadership styles within the context of a TMO