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Dynamic Knowledge Support Model for Project Leadership and Success: An Empirical Study

Research output: Contribution to conference - Without ISBN/ISSN Conference paperpeer-review

Published

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Dynamic Knowledge Support Model for Project Leadership and Success : An Empirical Study. / Sandhawalia, Birinder; Dalcher, Darren.

2015. Paper presented at 12th International Research Network on Organising by Projects, London, United Kingdom.

Research output: Contribution to conference - Without ISBN/ISSN Conference paperpeer-review

Harvard

Sandhawalia, B & Dalcher, D 2015, 'Dynamic Knowledge Support Model for Project Leadership and Success: An Empirical Study', Paper presented at 12th International Research Network on Organising by Projects, London, United Kingdom, 21/06/15 - 24/06/15.

APA

Sandhawalia, B., & Dalcher, D. (2015). Dynamic Knowledge Support Model for Project Leadership and Success: An Empirical Study. Paper presented at 12th International Research Network on Organising by Projects, London, United Kingdom.

Vancouver

Sandhawalia B, Dalcher D. Dynamic Knowledge Support Model for Project Leadership and Success: An Empirical Study. 2015. Paper presented at 12th International Research Network on Organising by Projects, London, United Kingdom.

Author

Sandhawalia, Birinder ; Dalcher, Darren. / Dynamic Knowledge Support Model for Project Leadership and Success : An Empirical Study. Paper presented at 12th International Research Network on Organising by Projects, London, United Kingdom.

Bibtex

@conference{b005032fed0e4463b278454aa3833718,
title = "Dynamic Knowledge Support Model for Project Leadership and Success: An Empirical Study",
abstract = "Project leaders are increasingly relying on dynamic knowledge to support teams and implement projects successfully. Leaders mobilise knowledge and learning generated during project implementation in changing environments to support critical success factors and ensure project success. The paper presents a model that makes tacit and explicit knowledge available for project implementation processes through the supporting mechanisms of interaction and feedback, and allows project leaders to focus on areas essential for success. The paper establishes that knowledge flows between functional areas during project implementation. Moreover, the findings have longer-term implications regarding leaders{\textquoteright} ability to manage context, provide feedback and facilitate interaction.",
keywords = "project leadership and success, critical success factors, knowledge sharing, collaboration, feedback",
author = "Birinder Sandhawalia and Darren Dalcher",
year = "2015",
month = jun,
day = "24",
language = "English",
note = "12th International Research Network on Organising by Projects, IRNOP 2015 ; Conference date: 21-06-2015 Through 24-06-2015",

}

RIS

TY - CONF

T1 - Dynamic Knowledge Support Model for Project Leadership and Success

T2 - 12th International Research Network on Organising by Projects

AU - Sandhawalia, Birinder

AU - Dalcher, Darren

PY - 2015/6/24

Y1 - 2015/6/24

N2 - Project leaders are increasingly relying on dynamic knowledge to support teams and implement projects successfully. Leaders mobilise knowledge and learning generated during project implementation in changing environments to support critical success factors and ensure project success. The paper presents a model that makes tacit and explicit knowledge available for project implementation processes through the supporting mechanisms of interaction and feedback, and allows project leaders to focus on areas essential for success. The paper establishes that knowledge flows between functional areas during project implementation. Moreover, the findings have longer-term implications regarding leaders’ ability to manage context, provide feedback and facilitate interaction.

AB - Project leaders are increasingly relying on dynamic knowledge to support teams and implement projects successfully. Leaders mobilise knowledge and learning generated during project implementation in changing environments to support critical success factors and ensure project success. The paper presents a model that makes tacit and explicit knowledge available for project implementation processes through the supporting mechanisms of interaction and feedback, and allows project leaders to focus on areas essential for success. The paper establishes that knowledge flows between functional areas during project implementation. Moreover, the findings have longer-term implications regarding leaders’ ability to manage context, provide feedback and facilitate interaction.

KW - project leadership and success

KW - critical success factors

KW - knowledge sharing

KW - collaboration

KW - feedback

M3 - Conference paper

Y2 - 21 June 2015 through 24 June 2015

ER -