Title: Knowledge management as a holistic tool for superior project management

Authors: V. Baskaran, R.K. Bali, H. Arochena, R.N.G. Naguib, B. Shah, A. Guergachi, N. Wickramasinghe

Addresses: Biomedical Computing and Engineering Technologies (BIOCORE), Applied Research Group, Health Design and Technology Institute (HDTI), Coventry University, Priory Street, Coventry CV1 5FB, UK. ' Biomedical Computing and Engineering Technologies (BIOCORE), Applied Research Group, Health Design and Technology Institute (HDTI), Coventry University, Priory Street, Coventry CV1 5FB, UK. ' Biomedical Computing and Engineering Technologies (BIOCORE), Applied Research Group, Health Design and Technology Institute (HDTI), Coventry University, Priory Street, Coventry CV1 5FB, UK. ' Biomedical Computing and Engineering Technologies (BIOCORE), Applied Research Group, Health Design and Technology Institute (HDTI), Coventry University, Priory Street, Coventry CV1 5FB, UK. ' Ted Rogers School of Management, Ryerson University, 350 Victoria Street, Toronto, Ontario M5B 2K3, Canada. ' Ted Rogers School of Management, Ryerson University, 350 Victoria Street, Toronto, Ontario M5B 2K3, Canada. ' RMIT University, Australia; IIT Centre for the Management of Medical Technology, 1000 W Adams #405, Chicago, IL 60607, USA

Abstract: The challenges encountered in project-based organisations have been addressed by many strategies. This paper intends to provide an empirical insight of knowledge and its application within project environs. This would instigate learning and innovation within Knowledge Management (KM) in project-based organisations. Based on two case studies, a simple understanding of knowledge, Knowledge Creation (KC) and its management are proposed. It further underlines the humanistic core of KM and a framework that can be utilised to align knowledge paths. Finally, the paper concludes with suggestions and recommendations for future research on KM in the realm of project management.

Keywords: project management; knowledge management; explicit knowledge; tacit knowledge; interaction; insight; knowledge creation; project-based organisations.

DOI: 10.1504/IJIL.2010.030609

International Journal of Innovation and Learning, 2010 Vol.7 No.2, pp.113 - 133

Available online: 26 Dec 2009 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article