| 1. |
- Adenfelt, Maria, 1972-, et al.
(författare)
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Knowledge integration in a multinational setting : a study of a transnational business project
- 2009
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Ingår i: International Journal of Knowledge Management Studies. - : Inderscience. - 1743-8268 .- 1743-8276. ; 3:3-4, s. 295-312
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this paper is to study how communication enables knowledge integration within transnational projects. Using longitudinal case study data to explore the theoretical arguments, interesting findings emerge. The main finding is that knowledge integration within the transnational project was hampered by ignorance – among project managers and members – of the impact and link between the use of different communication tools, subsequent communication process and knowledge integration. Other findings relate to how institutionalised behaviour persist change and subsequently partly explained why the communication process and thereto related communication tools were not adjusted to new circumstances and conditions. Finally, communication is an inherent part of knowledge integration within a transnational project and there is a need for communication to be sensitive to the complexity of the knowledge being integrated.
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| 2. |
- Hällgren, Markus, 1977-, et al.
(författare)
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Deviations and the breakdown of project management principles
- 2009
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Ingår i: International Journal of Managing Projects in Business. - : Emerald. - 1753-8378 .- 1753-8386. ; 2:1, s. 53-69
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this paper is to contribute to the understanding of how unexpected events (deviations) are handled and how the limited time available in a project affects the possibilities for reflection and knowledge creation. Since deviations will inevitably occur and they will substantially increase project costs, studies of them are imperative. When only a fraction of the project management literature has focused on the actuality of the project this study gives insights into the practice of project management. Design/methodology/approach – The study is based on an exploratory, in-depth case study of a power plant project found in an integrated provider of projects of this type. The projects were followed by participative observations during ten weeks of onsite visits. Findings – The results show that in contrast to contemporary project management theories, the management of deviations was found to be primarily informal. The reason for this was two-fold. First, there was not enough time to use formal procedures. Second, if the formal routines were to be followed, the window of opportunity would be lost, making the decisions that follow useless. Third, two types of reflection were noted: structured collective reflection and contextual reflection, the former corresponding to formal routines and the later to the solution of deviations which is seen as a trigger for spreading practices around the organization. Research limitations/implications – The research presented that projects should be studied from a practice point of view, where deviations might be a good starting point. Moreover, it is suggested that there is a need to broaden the studies of reflection to accommodate other organizational levels and time spans. Practical implications – The case has several suggestions for practitioners. First, small deviations should be paid attention to. Second, bureaucracy hampers flexibility and the organization should rather set up organizational structures, i.e. dual structures, to allow for a smoother process. Third, networks and confidence were found to be essential for the process. Finally, there is a need to pay attention to different time frames when managing deviations. Originality/value – The paper develops a more intricate view of project organizing coming from the new Project-as-Practice agenda. Rather than focusing on what should be done, it focuses on what is done, which is a research area that needs further attention
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| 3. |
- Maaninen-Olsson, Eva, et al.
(författare)
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A contextual understanding of projects – The importance of space and time
- 2009
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Ingår i: Scandinavian Journal of Management. - : Elsevier BV. - 0956-5221 .- 1873-3387. ; 25:3, s. 327-339
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Tidskriftsartikel (refereegranskat)abstract
- This article analyzes the managing of high-tech projects in complex and dynamic settings. Building on recent developments in organization theory and knowledge management, we focus on the importance of understanding the ways in which project-centered activities are shaped in time and space, both in the organization itself and in a wider context embracing customers, consultants and suppliers. A longitudinal case study including semi-structured interviews, observations and secondary data wilt substantiate our findings. The study offers both theoretical and practical insights suggesting that projects are exposed to a varying degree of complexity and dynamics, calling for different managerial approaches. The analysis shows that boundary spanning has many dimensions that have to be considered in the management of projects in space and time. The article concludes by suggesting seven analytical categories for analyzing and understanding projects in their spatial and temporal contexts.
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| 4. |
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| 5. |
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| 6. |
- Maaninen-Olsson, Eva, et al.
(författare)
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Permanent and temporary work practices : Knowledge integration and the meaning of boundary activities
- 2008
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Ingår i: Knowledge Management Research & Practice. - : Informa UK Limited. - 1477-8238 .- 1477-8246. ; 6:4, s. 260-273
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Tidskriftsartikel (refereegranskat)abstract
- Knowledge integration is a critical topic in current knowledge management research and practice. Research on this topic focuses primarily on how knowledge is integrated within a work setting. A less researched area is knowledge integration between different work groups. The purpose is hence to describe and analyze how knowledge is integrated between different work groups. We present two intensive case studies – one permanent and one temporary (project) work settings – which were studied using a practice-based perspective. A main result of the study is that knowledge integration in the two cases was more complicated than the literature suggests. Both differences and similarities were found between the two cases. Differences were seen in the use of boundary spanning activities and boundary objects, whereas similarities were found in the organizational structures and mechanisms, that is, purposes, rules, and infrastructures, which facilitated the integration of knowledge and/or functioned as obstacles and impediments.
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| 7. |
- Maaninen-Olsson, Eva, et al.
(författare)
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Sensing Organizaional Limits to Learning
- 2008
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- This paper addresses organizational limits to learning within a project intensive organization. The idea of 'learning inaction' (the organizational dynamics that underpin a failure to act) is used as a conceptual frame. Our analysis of three case examples from MillCorp, a project intensive firm, revealed three organizational limits to learning. First, underlying anxieties prompt an over-reliance on action. Second, politics in MillCorp make knowledge transfer problematic. Third, inaction is sustained because what managers see as essential, workers see as unworkable. Our conclusion is that organizational limits to learning in MillCorp are recreated in relation to the politics of inaction.
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