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The Project Manager as the Driver of Organizational Knowledge Creation

The Project Manager as the Driver of Organizational Knowledge Creation

Ted Bibbes, Minna Rollins, Wesley J. Johnston
Copyright: © 2020 |Pages: 21
ISBN13: 9781799823551|ISBN10: 1799823555|ISBN13 Softcover: 9781799823568|EISBN13: 9781799823575
DOI: 10.4018/978-1-7998-2355-1.ch012
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MLA

Bibbes, Ted, et al. "The Project Manager as the Driver of Organizational Knowledge Creation." Knowledge Management, Innovation, and Entrepreneurship in a Changing World, edited by Murray Eugene Jennex, IGI Global, 2020, pp. 313-333. https://doi.org/10.4018/978-1-7998-2355-1.ch012

APA

Bibbes, T., Rollins, M., & Johnston, W. J. (2020). The Project Manager as the Driver of Organizational Knowledge Creation. In M. Jennex (Ed.), Knowledge Management, Innovation, and Entrepreneurship in a Changing World (pp. 313-333). IGI Global. https://doi.org/10.4018/978-1-7998-2355-1.ch012

Chicago

Bibbes, Ted, Minna Rollins, and Wesley J. Johnston. "The Project Manager as the Driver of Organizational Knowledge Creation." In Knowledge Management, Innovation, and Entrepreneurship in a Changing World, edited by Murray Eugene Jennex, 313-333. Hershey, PA: IGI Global, 2020. https://doi.org/10.4018/978-1-7998-2355-1.ch012

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Abstract

The areas Project Management and Knowledge Management include studies on the project and project team levels, but a specific focus on the role of the Project Manager in managing knowledge within the team has received less focus. The authors show how knowledge is created within the project team environment, and the specific role of the Project Manager as an individual uniquely situated to drive the creation of knowledge in the environment by facilitating, directing, and controlling team activities through the four SECI model phases. Using a single case study approach, this research shows how the PM acts as a “mixing valve” in the flow of knowledge in a dynamic, multi-directional, process within the project team environment.

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