KNOWLEDGE MANAGEMENT’S ROLE IN ORGANIZATION MATURITY IN PROJECT MANAGEMENT

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KNOWLEDGE MANAGEMENT’S ROLE IN ORGANIZATION MATURITY IN PROJECT MANAGEMENT

Journal Title: International journal of research -GRANTHAALAYAH - Year 2015, Vol 3, Issue 5

Abstract

In this paper, we review knowledge management's role in project management (PM). The authors speculate that knowledge management is an indicator of organizational maturity project management. This is as an organization increases its maturity in PM, it uses both informal and formal channels for knowledge transfers between the firm's actors. The researchers used an online survey and telephone interview process to collect data. The data showed that there was a positive relationship between knowledge management and organization maturity in project management. In immature firms, the project manager uses informal learning channels to increase their own tacit project management knowledge. For example, organizations use project managers’ interactions, (internally and externally), unofficial external training courses, and professional organizations to increase organizational learning. As organizational maturity increases, managers begin to codify these channels into formal ones thereby creating explicit knowledge. They use channels like database repositories, manuals, websites, and official internal and external training opportunities to foster organizational learning. In addition, firms use other artifacts such as PM guides and manuals to facilitate education and knowledge transfer in an organization’s PM methodology and toolsets.

Authors and Affiliations

Keywords

Leadership Management Tacit Knowledge Explicit Knowledge Learning Organization Knowledge Sharing and Transfer Organizational Knowledge Organizational Learning Knowledge Organization Knowledge Work Knowledge Worker Knowledge Management Organizational Maturity Organizational Project Management Maturity Model OPM3© Information Systems Information Technology Project management Institute.

EP ID EP212953
DOI -
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