Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Knowledge creation during cross-functional projects: lessons from a case study of a French bank

Knowledge creation during cross-functional projects: lessons from a case study of a French bank Knowledge management issues are of paramount importance for the success of projects. The purpose of this research is to provide new insights into the question of knowledge creation during cross-functional projects. Adopting a constructionist approach, we propose a conceptual framework of the knowledge creation process during a project. This model considers four steps in the knowledge creation process based on the links between the epistemological level (tacit/explicit) and ontological level (individual/organisational). A qualitative case study of an information system project in the French banking sector shows that the intrinsic characteristics of both the organisation and the project are relevant to analyse knowledge creation. We also put the light on the prominent role of gatekeepers and the necessity to develop ad hoc and complementary tools to manage knowledge during a project depending on the phases of the process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Knowledge Management Studies Inderscience Publishers

Knowledge creation during cross-functional projects: lessons from a case study of a French bank

Loading next page...
 
/lp/inderscience-publishers/knowledge-creation-during-cross-functional-projects-lessons-from-a-Eky3r2ssVQ
Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd. All rights reserved
ISSN
1743-8268
eISSN
1743-8276
DOI
10.1504/IJKMS.2009.02884
Publisher site
See Article on Publisher Site

Abstract

Knowledge management issues are of paramount importance for the success of projects. The purpose of this research is to provide new insights into the question of knowledge creation during cross-functional projects. Adopting a constructionist approach, we propose a conceptual framework of the knowledge creation process during a project. This model considers four steps in the knowledge creation process based on the links between the epistemological level (tacit/explicit) and ontological level (individual/organisational). A qualitative case study of an information system project in the French banking sector shows that the intrinsic characteristics of both the organisation and the project are relevant to analyse knowledge creation. We also put the light on the prominent role of gatekeepers and the necessity to develop ad hoc and complementary tools to manage knowledge during a project depending on the phases of the process.

Journal

International Journal of Knowledge Management StudiesInderscience Publishers

Published: Jan 1, 2009

There are no references for this article.