Research output: Contribution to conference - Without ISBN/ISSN › Conference paper › peer-review
Research output: Contribution to conference - Without ISBN/ISSN › Conference paper › peer-review
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TY - CONF
T1 - Dynamic Knowledge Support for Project Implementation
AU - Sandhawalia, Birinder S.
AU - Dalcher, Darren
PY - 2014/9
Y1 - 2014/9
N2 - Projects require tacit knowledge and shared contexts for creativeproblem solving. Existing knowledge management frameworks focus oncodifying knowledge laying an emphasis on managing explicit knowledge andtypically ignoring the tacit element. This paper presents a framework thatmobilises and integrates both tacit and explicit knowledge, and facilitates theflow of common knowledge to address unstructured situations during projectimplementation. The framework is developed form empirical evidence gatheredwhile conducting an extended case study at one of the world’s largestconsultancy organisations that provides information systems solutions. Theresearch has implications for the knowledge management literature byestablishing knowledge as something that is made resourceful by beingcompetently mobilised and utilised, rather than by being managed throughcapture and storage. Thus the paper attempts to fill a gap in the literature on aphenomenon that is increasingly becoming more relevant in empirical settings.
AB - Projects require tacit knowledge and shared contexts for creativeproblem solving. Existing knowledge management frameworks focus oncodifying knowledge laying an emphasis on managing explicit knowledge andtypically ignoring the tacit element. This paper presents a framework thatmobilises and integrates both tacit and explicit knowledge, and facilitates theflow of common knowledge to address unstructured situations during projectimplementation. The framework is developed form empirical evidence gatheredwhile conducting an extended case study at one of the world’s largestconsultancy organisations that provides information systems solutions. Theresearch has implications for the knowledge management literature byestablishing knowledge as something that is made resourceful by beingcompetently mobilised and utilised, rather than by being managed throughcapture and storage. Thus the paper attempts to fill a gap in the literature on aphenomenon that is increasingly becoming more relevant in empirical settings.
M3 - Conference paper
T2 - British Academy of Management
Y2 - 2 September 2014
ER -