Knowledge Management Models within Information Technology Projects

Purpose– The purpose of this paper is to examine knowledge processes in an international IT outsourcing project between two countries when knowledge is transferred from one country to the other due to business situations. A theoretical model is presented regarding knowledge processes in international projects which explains emergence of international common understanding as one of the solutions for knowledge-related challenges in international projects.Design/methodology/approach– The empirical study was conducted at the headquarters of a chemical company in Japan and its subsidiary in Singapore. The study employed a qualitative analysis method. Interviews were conducted in these companies and the results were analyzed according to grounded theory.Findings– The authors propose ARC Model of Knowledge Management in International IT Outsourcing Projects, which is a new theoretical model of project knowledge management in international settings, with a view of localization into knowledge processes. International common understanding will emerge from an understanding of thinking of each locale that brings a project to a successful conclusion.Research limitations/implications– This research might be subject to limitations regarding the data and results. Data were collected from particular companies, thus reducing the ability to generalize the results. Further research is required to verify the model with an additional empirical study.Practical implications– Project managers and other managers utilize the theoretical model as a base theory for the implementation of high quality localization that is managed by the locals themselves with common knowledge.Originality/value– The study proposes the theoretical model with the empirical analysis of the international project, which synthesizes project knowledge management and cross-cultural knowledge management in a novel way and expands the role of knowledge management.

In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinate knowledge management, project management and product lifecycle. This scenario predominates in companies focused on the creation and maintenance of information systems. This article presents an exploratory study based on a framework that integrates cognitive, managerial, and operational processes in a public Brazilian organization that provides services in the area of information and communications technology, focusing on the construction and maintenance of information systems. Those processes are operationalized by three management models considering knowledge, project, and software development processes. Our proposal aims to understand the relationships between those three management models and their influence on the software development process in the organization under study. Our premise is based on the principle that cognitive management, project management, and software development management must be integrated to fulfill the demands of product development and service provision. The research data was composed of registers of working hours spent on software development and maintenance projects involving 244 people allocated to 5064 projects in the period from 2007 to 2013. The study resulted in the identification of the relationships among the three management models adopted by the organization, with emphasis on knowledge management activities, which were not directly identified, making it difficult to account for and measure them. We established a set of activities connected to each one of the knowledge management model phases. Since those activities were not visible before, our approach contributed to build a systematic process to register and relate activities linked to the dimensions of cognitive processes, project management, and software construction.

This study examines the complicated links between knowledge hoarding, knowledge management, knowledge worker productivity, and project success. It aims to investigate the detrimental effects of knowledge hoarding on knowledge management, as well as the correlation between the knowledge management process and project success as measured through knowledge worker productivity. Knowledge hoarding is described in this study through the lens of cognitive motivational relational theory, and as a knowledge management barrier is explained through the lens of the knowledge-based perspective of the firm. Questionnaires are utilised to survey 405 Pakistani IT personnel via convenience sampling. For the analysis of data, Smart PLS-4 is employed, and Structured Equation Modelling is conducted. It is evident that knowledge hoarding does not affect IT firm knowledge management and project success. Productivity partially mediates the relationship between knowledge management process and project success. Finally, theoretical contributions and practical implications are discussed besides future research directions.

This research study investigates the transformational leadership (TFL) and IT project success nexus via the proactive behavior of employees. It further investigates the moderating impact of psychological empowerment (PE) in the nexus between TFL and proactive behavior (PB). The study also tested a moderated mediation model of the effect of TFL on IT project success mediated and moderated by PB and PE, respectively. The researcher collected data from 340 IT project experts in Pakistan through the purposive sampling technique. For data analysis, a multi-level method comprising CFA and SEM was applied. The findings indicated that TFL is significantly linked to IT project success. In addition, findings also confirmed the mediating effect of PB in the relationship between TFL and IT project success. Moreover, PE significantly moderates the relationship between TFL and PB. The results also revealed that PE moderates the indirect effect of TFL on IT project success through PB. Through the lens of self-determination theory, this study contributed to the understanding of how employee proactive behavior can play a significant role in successfully completing technology-oriented projects. In sum, the current study suggests that transformational leaders will be in a better position to encourage their employees to complete projects successfully using proactive behavior, provided their followers are psychologically empowered. The study offers valuable insights for both researchers and practitioners.

Background: The information technology (IT) project environment in developing economies is complex and dynamic due to their unique social, technological, cultural, and political contexts. However, the unique risk factors involved in IT projects in developing economies have seldom been discussed in the literature. This study proposes a conceptual framework for identifying risks in IT projects by considering the unique characteristics of project management in developing economies.

PurposeThe purpose of this study is to examine the influence of stakeholder integration and project complexity on information technology (IT) projects in Kenya. The following research question guided our inquiry: what is the influence of project complexity and stakeholder integration on the performance of IT projects in Kenya?Design/methodology/approachTo advance the current understanding of the effect of stakeholder integration and project complexity on IT projects, multiple regressions were used to predict how project complexity and stakeholder integration influence project performance. Both government-funded and privately funded IT projects from a developing country were examined.FindingsThe study found that any project’s complexity and stakeholder integration levels offer a distinctive contribution to its success. Theoretically, the study contributes to linkages between stakeholder integration and project complexity concerning IT project performance. Through the adoption of actionable research and theoretical elaboration, we have shown that the successful execution of IT projects is driven by the successful integration of stakeholders and monitoring the level of complexity at each phase of the project.Originality/valueThe findings of this study add to the burgeoning literature on the performance of IT projects and come with several managerial implications as well. It brings to the fore the concept of stakeholder integration as an essential element of project success. The findings suggest that the inclusion of stakeholder integration into corporate decisions, strategies and policies can be an asset to the production of sustainable competitive advantages needed during the implementation of IT projects in government entities and organisations. As shown in this study, all the above require a collaborative platform allowing for data sharing among diverse stakeholders to ameliorate distrust or lack of information.

Purpose The purpose of this paper is to provide a systematic review of the linkage between knowledge management, business model innovation and firm competence. The study attempts to summarize a few important and essential issues which future research should address. Design/methodology/approach Researchers have conducted an extensive review of the literature covering 50 journals from various databases like Scopus, ProQuest and Emerald. A total of 88 articles from 1997 to 2018 on knowledge management and business model innovation were selected and analyzed. Findings The study found that the integration of knowledge management and business model innovation leads to a sustainable competitive advantage. The relationship between knowledge management, business model innovation and firm competence seems to be fragmented because of various meaning and conceptualizations. The study endeavors to examine the relationship between the dimensions (knowledge acquisition, knowledge conversion, knowledge dissemination, knowledge application and knowledge reuse) of knowledge management and business model innovation (value proposition, assets and capabilities, revenue and cost architecture and actors in business networks). The study highlights that chief knowledge officers have a vital role to play in enhancing knowledge management orientation of a company so that knowledge regarding new ways of value creation and value capture is heard within an organization. Research limitations/implications This study provides a distribution schema of knowledge management and business model innovation articles based on different search criteria by highlighting different future research avenues. The study is believed to serve as a basis and be a valuable tool for researchers to understand the current and future scenarios about knowledge management and business model innovation. Researchers also acknowledge the limitations of this study with regard to exclusive search criteria, which might affect its generalizability. Practical implications The study argues that better knowledge sharing between departments could benefit value creation and therefore drive the organization toward business model innovation which would automatically boost firm competence. The study has made an attempt to highlight the role of Chief Knowledge Officer with regard to business model innovation. Therefore, the proposed model developed in this review will help the organization to better understand the role of knowledge management and business model innovation. Originality/value This is one of the first systematic reviews of knowledge management and business model innovation which provides a detailed understanding of the past and future research on the two.

Views Icon Views Article contents Figures & tables Video Audio Supplementary Data Peer Review Share Icon Share Twitter Facebook Reddit LinkedIn Tools Icon Tools Reprints and Permissions Cite Icon Cite Search Site Citation Shrutika Kulkarni, Pradnya Purandare; A pragmatic study on IT project success factors. AIP Conference Proceedings 30 January 2023; 2523 (1): 020114. https://doi.org/10.1063/5.0110631 Download citation file: Ris (Zotero) Reference Manager EasyBib Bookends Mendeley Papers EndNote RefWorks BibTex toolbar search Search Dropdown Menu toolbar search search input Search input auto suggest filter your search All ContentAIP Publishing PortfolioAIP Conference Proceedings Search Advanced Search |Citation Search

This research focuses on information technology (IT) project managers' growth mindset concerning IT project management (PM) ability and investigates how such a mindset can promote escalation of commitment to a troubled IT project. Specifically, we suggest that the growth mindset of IT PM ability promotes prospective achievement motivation and can lead IT project managers to escalate their commitment to an IT project despite negative feedback suggesting that the project may not be completed successfully. Through a series of three experiments with 351 IT project managers, we obtained consistent support for our hypotheses suggesting that the growth mindset of IT PM ability promotes IT project escalation and this effect is partially mediated by anticipated regret about project failure and anticipated likelihood of project success. In addition, in the three experiments we found that when the project involves an unfamiliar technology the indirect effect of the growth mindset of IT PM ability through anticipated likelihood of project success is stronger than when the project involves a familiar technology.

PurposeThe purpose of this paper was to discover the best practices used by information technology (IT) project managers to determine what leadership skills, behaviors, communication tools and techniques are needed to lead and communicate effectively with virtual IT project teams.Design/methodology/approachIn this qualitative case study, data was gathered by semistructured interviews from ten successful IT project managers from Northern California who had more than ten years of experience managing virtual teams (VTs) with growing and profitable IT companies in Silicon Valley, California.FindingsIT project managers and leaders may consider building personal relationships with team members at the beginning of each project to foster a sense of camaraderie and common ground for the successful outcome and desired results. Maintaining cohesive team relationships to gain their trust and confidence may require additional coaching, mentoring, collaborating, recognizing their accomplishments, providing technical training, and understanding different cultures and local laws that relate to VTs to manage projects successfully to move projects forward in sustaining business, and assure customer satisfaction.Originality/valueFindings from this study may assist IT project managers and leaders in building trust and rapport, increasing efficiency and developing effective lines of communication within their virtual IT teams.

In recent years, the importance of keeping and sharing knowledge in organization have motivated many firms to start knowledge management (KM) projects. However, in reality, many of KM projects have failed or not achieved the planned goals. Lack of infrastructure for knowledge creation are known as one of the important reasons for this failure. Knowledge creation is one of the main level in KM cycle. Knowledge and knowledge creating tools, if well recognized and applied, have a significant role in the success of the KM project. The aim of this study is to identify organizational factors that affect individual knowledge creation in the firm. The systematic literature review resulted in 23 key factors on individual knowledge creation. These factors were classified in five categories namely: organizational culture, strategy, organizational structure, human resources and information technologies. Focusing on these factors, can increase knowledge creation by employees in organization and decrease the rate of KM projects failure.

The paper is based on a survey analyzing the success of IT projects in Poland as function of the cooperation with different stakeholders. The project’s participants expressed their subjective opinions on the effectiveness of the collective cooperation with various stakeholder groups. The impact of cooperation with different stakeholder groups: project team, management of the project implementation unit, suppliers and end users of the final product on the success of the project is examined. To this end, intuitionistic fuzzy sets, a correlation coefficient of intuitionistic fuzzy sets and an original method of intuitionistic fuzzy regression are applied. The conclusions point to the most important stakeholder groups for the complete success and for the avoidance of a complete failure of IT projects. Some possibilities of the extension of the proposed method are indicated, so that the decision maker can adopt it to his or her preferences in searching for project success or failure factors.

For information technology (IT) projects to be successful, it is imperative to identify the critical success factors (CSFs) that are essential to the IT project management process. This study aims to illuminate these CSFs by incorporating insights from professionals involved in the management of IT projects. The major contribution of this study lies in classifying these factors into different categories and quantifying their impact while taking IT project management experts’ viewpoints into account. To accomplish this, a thorough assessment of the literature was carried out, which resulted in the identification of 20 success factors that fall into five categories: project team capability, top management support, project quality, project management, and organizational process assets (OPAs). A survey covering these variables was then sent to professionals in the IT industry, and responses were obtained from five experts. The collected data was analyzed using the fuzzy analytic hierarchy process (FAHP) method, which mitigates imprecision and avoids bias in the data. The most important factor was determined to be project team capability, whereas organizational process assets were deemed to be the least significant factor. It is anticipated that the insight garnered from this study will help IT project management professionals in supporting, evaluating, and improving project success.

In this study, we deploy a rank-order Delphi survey of factors impacting the information technology (IT) project management capability. We first develop a conceptual model based on the theory of dynamic capabilities that positions IT project management as a dynamic capability enabling the IT capabilities of an organization. In our conceptual model, the IT project management maturity level is identified as one antecedent factor that influences the IT project management capability. The objective of this Delphi study is to identify additional factors beyond the scope of most project management maturity models that influence the IT project management capability. The results of this study provide the foundation for future testing and validation of the conceptual model.

Knowledge management serves to create value from an organization's intangible assets. Many organizations have adopted knowledge management practices in recent years. Some of those organizations have achieved success at knowledge management, but others have not. The focus of this chapter is on those organizations that have not been as successful at knowledge management as they originally planned. This chapter posits that organizations can look to virtual communities as role models for successful knowledge management because many of the features that have been identified in the literature as important for successful knowledge management are present in virtual communities. The very nature of virtual communities — their sense of community, the desire they create to share knowledge, the automatic archiving of knowledge for future use, etc. — are used in this chapter to support the claim that virtual communities can serve as role models for knowledge management in organizations. Request access from your librarian to read this chapter's full text.