Transition between temporary organizations: Dimensions enabling economies of recombination

Economies of recombination (ER) are seen as a way for firms to capitalize on previous knowledge creation, but the process that enables them to be accessed by firms is not clear in the literature. To date, temporary organization (TO) theory has focused on the process through the ‘transition’ concept via two units of analysis: within the project, and from a TO to a permanent organization (PO). Based on 67 interviews with inter-organizational project managers and four clusters, this research paper explores the factors influencing the transition process from one TO to another TO. Results identify eleven factors separated into three dimensions favoring or hampering this process: a structural dimension, which emerges from the first TO; the conjunctural dimension, which has a transversal effect throughout the transition; and the interstitial dimension, which is specifically highlighted between two TOs. We contribute to temporary organization theory by enlarging the scope of the transition concept and by identifying how clustered firms can jointly benefit from ER.     

Relational competence in complex temporary organizations: The case of a French hospital construction project network

Large and complex project networks are characterized by the collaboration of heterogeneous organizations and individuals. In addition to project management techniques and complementary skills, relational competence, i.e. the ability to actively create and develop collaborative relationships is an essential asset for managing project networks. Networks represent structured role systems which may be a substitute for stable organizational structures and routines. This study investigates relational competence in the network of a large construction project of a French hospital. Based on network data and qualitative interviews, we compare the formal roles and positions of actors in the network to their actual roles and positions and analyze how relational competence promotes the coordination of project work. We find several actors whose network position and relational competence correspond to the formal organization and several actors with a mismatch between the formal organization and the actual role and position. In the latter cases, other network members step in and contribute to an effective coordination. The concept of relational competence in combination with network analysis contributes to a better understanding of the functioning of project networks. In particular, it reveals dysfunctions in the project network and allows for identifying the reasons for failure.     

Citizenship behavior and effectiveness in temporary organizations

Studying temporary organizations from a behavioral perspective, we theorize how Organizational Citizenship Behavior (OCB) as a form of cooperative effort may enhance the effectiveness of this type of organization, rendering the temporary organizations vital, even beyond their termination. Building upon such a perspective, a quantitative, cross-sectional study was conducted, with 247 project managers and workers participating. Principal component analysis and hierarchical regression analysis were performed. The results reveal that OCB not only facilitates meeting the “iron triangle” (time, budget, quality) of project management but also improves the relationship quality among individual actors beyond the termination of projects. This relationship is partially moderated by project duration. The implications of the findings are discussed.     

Project management office a knowledge broker in project-based organisations

Current research into project management offices (PMOs) has stressed the PMOs' potential to act as knowledge brokers between projects, and between project and top management. Nonetheless, the literature does not provide sufficient evidence of the brokering role of PMOs. The research reported here aims to examine PMO's functions from a knowledge sharing perspective and explore whether or not these functions reflect the knowledge sharing needs of project managers (PMs). These issues are investigated through a cross-case analysis of seven organisations. The main contribution is insight into how PMs share knowledge and awareness of the need to structure PMOs to align with PMs' nature, needs and expectations in order to improve knowledge sharing in PBOs. Finally, some practical steps for helping PMOs to better adapt their functions to the needs of PMs and their learning and knowledge sharing style are proposed.     

Developing an activity-based knowledge management system for contractors

Knowledge Management (KM) has become an important term in the IT industry. Knowledge management involves creating, securing, capturing, coordinating, combining, retrieving and distributing knowledge. Most know-what, know-how and experience exist only in the minds of individual participants during the construction phase of construction projects. The knowledge can be reused and shared among the engineers and experts involved who participate in projects in order to improve the construction process and reduce the time and cost of solving problems. Sharing and reusing knowledge depends on acquiring and preserving both tacit knowledge and explicit knowledge as the property of a corporation. Effectively using information and web technologies during the construction phase of a project enables knowledge to be captured and managed to the benefit of future projects. This study addresses application of knowledge management to construction projects in the construction phase and proposes a Construction Activity-Based Knowledge Management (ConABKM) concept and system for general contractors. This paper proposes the concept of integrating IDEF (Integrated DEFinition function modeling) modeling methods and provides a prototype used for designing construction knowledge management systems. The ConABKM system is then applied in a case study of a highway construction project; the results demonstrate the effectiveness of sharing knowledge in the construction phase. The combined results demonstrate that by utilizing the latest web technology, knowledge exchange and storage concepts and modes of implementation, a ConABKM system is an effective tool for all experts and engineers participating in the construction phase of a project.     

Managing knowledge and knowledge competences in projects and project organisations

While project organisations have become common, knowledge management of project organisations are still largely underdeveloped. Nevertheless, project organisations require particular systematic and effective knowledge management if they are to avoid knowledge fragmentation and loss of organisational learning. This study deals with knowledge management and knowledge competences in project organisations, particularly framework programmes. In addition to a literature study, two programmes and a review project have been studied. Finally, a Learning Programme Model is presented.     

The governance of knowledge in project-based organizations

This research investigates patterns of knowledge governance practices in project-based organizations (PBOs). Five propositions about knowledge governance in PBOs were deductively and empirically tested using qualitative data from 82 interviews. The results were triangulated with those of prior studies. Results indicate that knowledge governance practices in PBOs are impacted by structural and situational factors, such as being a subsidiary or standalone PBO, a PBO striving for excellence or not, as well as some preconditions, such as the executives' competence in project governance. The results show that informal governance mechanisms are more useful than formal when it comes to knowledge creating processes. Governance of informal knowledge creating mechanisms appears to be complex for executives and their preconceptions showed either to be enablers or barriers to productive knowledge governance practices. Executive's competence and preconditions, concerning aspects like human capabilities and attitudes to professional ethos, seems to impact knowledge governance strategies. In subsidiary PBOs knowledge governance provides practitioners with proper assistance to avoid unbeneficial situations of having knowledge silos among loosely coupled islands.     

Managing the project learning paradox: A set-theoretic approach toward project knowledge transfer

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.     

How knowledge management impacts performance in projects: An empirical study

This paper develops theory and tests the relationships between knowledge management and various aspects of performance in IT-enabled business projects. The proposed theory posits that knowledge management is instrumental to Project Performance when mediated by a new concept, Knowledge Alignment. The research model is tested on survey data from 212 IT-enabled business projects. Findings show that project managers who achieve Knowledge Alignment among the people and the artefacts from three parts of the project – the IT team, the business change team, and the governance team – can have a significant positive impact on the achievement of business value from the project. Achieving higher levels of Knowledge Alignment is shown to have no significant negative impact on attainment of schedule and budget targets. This is the first statistical study to demonstrate the effect of knowledge management and Knowledge Alignment on the attainment of project management targets and of business value in IT-enabled projects.     

Knowledge management and project-based knowledge in it projects: A model and preliminary empirical results

In this research, we investigate how IT-enabled business projects can be managed to contribute value to the client organization. We take a knowledge view of this issue, and conceptualize knowledge management as a three dimensional concept comprising knowledge stock, enabling environment and knowledge practices. We suggest that knowledge management enables the creation and alignment of three types of project-based knowledge that are critical to achieving desired business outcomes: technical design knowledge, organizational change knowledge and business value knowledges     

A meta-analysis of brokering knowledge in project management

Brokering knowledge is a fast growing innovative and important research theme in the project management environment. The current paper analyzes and classifies the research on knowledge brokering and knowledge transfer in project management published in the leading journals over the last decade. An array of classifications was implemented on the articles in order to identify patterns and themes of interest. The findings indicate that this field of research is rapidly developing, mainly in the engineering and information technology sectors. It was revealed that many studies are based on qualitative research methods and that research is focused on understanding knowledge transfer between individuals rather than groups. Contemporary issues of study include developing tools for knowledge transferring, understanding the unique characteristics of knowledge transfer in global projects, and discussing the social aspect of brokering knowledge. These subjects are probably expected to gain research attention in the following years.     

浅谈对暂估价的认识

暂估价是工程施工招标实施工程量清单计价的重要组成部分,它具有很强的专业性和政策性。本文以学习《建设工程工程量清单计价规范》(GB50500-2008),就暂估价的定义、适用范围、分类及其应用等方面浅谈对暂估价的认识。     

Using events to connect thinking and doing in knowledge management

Knowledge management (KM) is disputed in concept and practice. This is related to the conventional objectivist view, where knowledge is independent, generic and passive, thus disconnecting thinking about practice from doing practice. A practice-based view is presented as being applicable to construction where practitioners compose action from past experience using intuition, situation awareness, analogical thinking and dialogue. Results from Knowledge Event Management demonstrate such composition in construction events. This view develops the KM proposition from being ‘to think better about practice’ to one of ‘supporting people to act better in practice’. Such improvement is facilitated by learning from events in practice. Events are sensitive points of deep learning, critical to the recall of learning, and effective in the communication of learning within social contexts. Events are analogues for future practice of doing as ideas are for thinking. Improvement in practice requires changing analogues and using analogues more proficiently when composing practice. Organizational improvement then takes place through individuals working collectively both through seeing the consequences of action and from sharing narratives of events in a critical manner. Objectivist knowledge can be used as part of this critical challenge. This can be facilitated and encouraged by active management.     

Project management knowledge and skills for green construction: Overcoming challenges

A competent project manager is vital to project success. While many studies have examined competency of project managers, few have done so in the context of green construction. Therefore, this study aims to identify challenges faced by project managers who execute green construction projects and to determine the critical knowledge areas and skills that are necessary to respond to such challenges. Through literature review, surveys and interviews with project managers, this study will help establish a knowledge base for project managers to be competitive and to effectively execute sustainable projects.     

Outstanding knowledge competences and web 2.0 practices for developing successful e-learning project management

The article deals with the knowledge competences that a project manager has to develop to succeed when using the new web 2.0 environments. In order to achieve this, a literature review of the main leading e-learning models is carried out, along with a study of the key factors that affect project performance positively. The new Web 2.0 environments invite us to an alternative reality where the use of its tools can offer new possibilities in the development of e-learning projects, identifying under what conditions value is added: efficiency, innovation, complementarity and loyalty. As a guide of new researches, we conclude that the project manager must modify the existing key competencies (Pedagogical, Management, Technical and Social ones) and to develop new ones based on knowledge management to be successful in managing this web 2.0 e-learning project.     

A conceptualization of knowledge governance in project-based organizations

This paper conceptualizes and defines knowledge governance (KG) in project-based organizations (PBOs). Two key contributions towards a multi-faceted view of KG and an understanding of KG in PBOs are advanced, as distinguished from knowledge management and organizational learning concepts. The conceptual framework addresses macro- and micro-level elements of KG and their interaction. Our definition of KG in PBOs highlights the contingent nature of KG processes in relation to their organizational context. These contributions provide a novel platform for understanding KG in PBOs.     

《现场临电施工组织设计》的编制及其软件开发

为了使建筑工程在开工前编制一套确实可行的施工现场临时用电施工组织设计及缩短编制时间,笔者通过对现场各种不同的临时用电施工组织设计进行研究、分析,提出了施工现场的临时用电施工组织设计编制内容和方法,并开发了相关应用软件。     

Enhancing knowledge exchange through web map-based knowledge management system in construction: Lessons learned in Taiwan

Knowledge management involves creating, securing, coordinating, combining, retrieving and distributing knowledge. Knowledge can be reused and shared among engineers and experts to enhance construction processes and decrease the time and cost of solving problems. This study presents a novel and practical method to capture and represent construction project knowledge by using network knowledge maps. Network Knowledge Maps (NKM) gives users an overview of available and missing knowledge in core project areas, enabling tacit and explicit knowledge to be managed appropriately. This study addresses application of knowledge management in the construction phase of construction projects, and presents a construction Map-based Knowledge Management (MBKM) concept and system for contractors. The MBKM system is then utilized in selected case studies involving a High-Tech factory building enterprise in Taiwan to verify the proposed methodology and indicate the effectiveness of sharing knowledge, particularly in the construction phase. Knowledge can be captured and managed to benefit future projects by effectively utilizing information and web technologies during the construction phase of a project. The results of this study demonstrate that an MBKM-like system can be applied effectively in knowledge management systems in the construction industry by using map-based knowledge management and web technology.     

Key knowledge factors in Thai construction practice

This research has mainly focused on the practice of knowledge management in Thai construction projects at the on-site work level. The main objective was to identify whether or not knowledge factors influence on-site execution of works. A combination of qualitative and quantitative approaches was employed. The focus group interview with 16 construction managers was conducted to gather in-depth information related to practice of project knowledge management. This data was used to develop the questionnaire to explore key knowledge factors. The questionnaire was sent to 103 participants in 70 construction projects in Thailand. The survey data were analyzed by factor analytic techniques to identify key knowledge factors influencing on-site construction works. The findings showed that there were six key knowledge factors: (1) visionary leadership, (2) reward or incentive, (3) collaboration, (4) trust, (5) information technology, and (6) individual competency or skills.     

Effects of risks on the performance of business process outsourcing projects: The moderating roles of knowledge management capabilities

Although business process outsourcing (BPO) can reduce cost and enhance the competitiveness of firms, the implementation of BPO projects is unsatisfactory. By integrating knowledge management capability theory and risk-based view, we develop a model of how different types of BPO risks affect project satisfaction and how knowledge management capability changes the influences of BPO risks. A survey of 121 BPO projects was conducted among BPO client department manager and project manager through a pairwise design. Empirical evidence reveals that social system, technical system, and project management risks negatively affect BPO project satisfaction. However, cultural, technological, and structural levels of knowledge management capabilities weaken the negative risk effects of social system, technical system, and project management, respectively. Different types of risks and knowledge management capabilities should be matched to achieve effective risk management.