Knowledge Sharing in Project Environments: Case Study in a Financial Sector Company

Knowledge Sharing in Project Environments: Case Study in a Financial Sector Company

Zinga Novais (ISEG, Universidade de Lisboa, Portugal), Jorge Vareda Gomes (Universidade Lusófona das Humanidades e Tecnologias, Portugal) and Mário José Batista Romão (ISEG, Universidade de Lisboa, Portugal)
Copyright: © 2021 |Pages: 17
DOI: 10.4018/IJSDS.2021010101
OnDemand PDF Download:
Available
$37.50
No Current Special Offers
TOTAL SAVINGS: $37.50

Abstract

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.
Article Preview
Top

1. Introduction

An increasing number of organizations have implemented their business operations through projects (Todorović, et., 2015). Projects that can be defined as a temporary effort to create a specific product or service (PMI, 2017). Temporary, in the sense that a project has a defined beginning and end and, unique, in the sense that the product/service is different in some way distinct from other products/services (Owen & Burstein, 2005; PMI, 2017).

Projects are collective endeavors with goals based on the development of common understandings, which generate personal and group knowledge that contributes to their own success (Sankarasubramanian, 2009). For many organizations, knowledge is the most important asset and its survival depends on the organization's ability to effectively use existing knowledge and to effectively create, develop and use new knowledge (Pascoe & More, 2005). Proper knowledge is a basic prerequisite for effective project management (Gasik, 2011) and the knowledge management is vital factor to successfully undertake projects (Sokhanvar, 2014).

According to Koskinen and Pihlanto (2008), projects are often dependent on knowledge that is not in their possession. Within this context, the integration of knowledge management in project management is necessary to share information and knowledge to solve problems effectively and efficiently (Yeong & Lim, 2010). Knowledge, defined by Gao et al (2018) as the practical and theoretical understanding of a subject, is considered as an essential organizational resource (Buvik & Tvedt, 2017; Hanisch et al., 2009) and its management is considered as a fundamental tool for the success of the projects (Romani, 2017).

Generically knowledge management represents the set of processes and practices carried out in organizations with the objective of increasing intellectual potential, improving the effectiveness and efficiency of the management of organizational knowledge resources (Heisig, 2009; Andreeva and Kianto, 2012). The basic purpose of knowledge management is to create and share knowledge within organizations (Chen et al., 2018). Knowledge sharing is especially important in a project environment and contributes significantly to the performance of organizations (Buvik & Tvedt, 2017) and to understand the best way to share knowledge between teams and between members of a project (Fernie et., 2003). Further, Al Ahbabi et al. (2019) conclude that the dimensions of knowledge management had a positive impact on innovation, quality and operational performance of employees. Gürlek & Çemberci (2020) shows that firms under the leadership of knowledge-oriented leaders have high knowledge management capacity, innovation performance and firm performance.

Also, due to the temporary nature of projects, knowledge management in project-based organizations is not similar to functional companies (Kasvi, Vartiainen, & Hailikari, 2003). Project team members split up or leave after project completion and this poses a number of challenges to projects and project-based organizations (Ajmal, Helo, & Kekale, 2010)

The objectives of the research study are, at first, to understand how knowledge sharing is integrated in project environments, and second, how it is observed from the perspective of individuals belonging to project teams. The research question was defined as: “What is the perception of project managers and project teams about knowledge sharing in a project environment?”.

Through a case study approach, it is proved that team members use different knowledge sharing practices, in addition to recognizing its importance for the most successful management of their projects.

Complete Article List

Search this Journal:
Reset
Open Access Articles
Volume 13: 4 Issues (2022): Forthcoming, Available for Pre-Order
Volume 12: 4 Issues (2021): 1 Released, 3 Forthcoming
Volume 11: 4 Issues (2020)
Volume 10: 4 Issues (2019)
Volume 9: 4 Issues (2018)
Volume 8: 4 Issues (2017)
Volume 7: 4 Issues (2016)
Volume 6: 4 Issues (2015)
Volume 5: 4 Issues (2014)
Volume 4: 4 Issues (2013)
Volume 3: 4 Issues (2012)
Volume 2: 4 Issues (2011)
Volume 1: 4 Issues (2010)
View Complete Journal Contents Listing