
International Journal of Knowledge Management Studies
2009 Vol.3 No.3/4
Special Issue on Knowledge Management in the Project Work Context
Guest Editor: Dr. Kaj U. Koskinen
Pages | Title and author(s) |
180-194 | Intelligent participation: communicating knowledge in cross-functional project teamsRachel Jones, David McKie DOI: 10.1504/IJKMS.2009.028835 |
195-208 | The social learning character of projects and project teamsAndrew J. Sense DOI: 10.1504/IJKMS.2009.028836 |
209-221 | Knowledge sharing in different project work environments analysed by the holistic concept of manKaj U. Koskinen, Pekka Pihlanto DOI: 10.1504/IJKMS.2009.028837 |
222-240 | Who cares about project deadlines? A processual relational perspective on problems with information sharing in project environmentsSvetlana Cicmil, Hugo Gaggiotti DOI: 10.1504/IJKMS.2009.028838 |
241-258 | Knowledge integration between the change program and the parent organisationMiia Martinsuo, Tarja Kantolahti DOI: 10.1504/IJKMS.2009.028839 |
259-274 | Knowledge creation during cross-functional projects: lessons from a case study of a French bankCaroline Sargis Roussel DOI: 10.1504/IJKMS.2009.028840 |
275-294 | Knowledge and experience sharing in projects-based building maintenance community of practicePatrick S.W. Fong, Ka-Chi Wong DOI: 10.1504/IJKMS.2009.028841 |
295-312 | Knowledge integration in a multinational setting – a study of a transnational business projectMaria Adenfelt, Eva Maaninen-Olsson DOI: 10.1504/IJKMS.2009.028842 |
313-330 | Knowledge management in projects: insights from two perspectivesKarina Skovvang Christensen, Per Nikolaj Bukh DOI: 10.1504/IJKMS.2009.028843 |
331-350 | Integration in project business: mechanisms for knowledge integrationJohanna Liinamaa, Kim Wikstrom DOI: 10.1504/IJKMS.2009.028844 |
351-363 | A qualitative inquiry into organisational culture's moderating effect on knowledge management projects in the aerospace and defence industryFrank D. Christopian, Tim Rahschulte DOI: 10.1504/IJKMS.2009.028845 |
364-378 | Shared knowledge in project-based companies' value chainHeli Aramo-Immonen, Pasi Porkka DOI: 10.1504/IJKMS.2009.028846 |