Knowledge creation during cross-functional projects: lessons from a case study of a French bank Online publication date: Tue, 06-Oct-2009
by Caroline Sargis Roussel
International Journal of Knowledge Management Studies (IJKMS), Vol. 3, No. 3/4, 2009
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.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Knowledge Management Studies (IJKMS):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook