| Description |
1 online resource (296 pages) |
| Contents |
EVOLUTIONARY LEARNING; Evolutionary Learning in Strategy-Project Systems; Copyright; Contents; Acknowledgments; Abbreviations; Foreword; What Makes Practice-Driven Knowledge Management Different from Theory and Research?; What Does a Successful Practitioner Do?; Ensure Close Engagement with Executive Sponsors, Practitioners, and Key Stakeholders; Build a Powerful Team; Promote Conversations, Stories, and Forums; Design Knowledge Maps and Visual Representations; Govern with a Federated Structure; Final Thoughts; Chapter 1: Introduction; Chapter 2: Literature Review; Introduction. |
|
Qualifying Project Management as a Strategic AssetThe Strategy-Project System; Resource-Based View; The Nature of Projects and Complex Project Environments; Learning and Evolutionary Learning; Project-Related Dynamic Capabilities and Capability Building; Introduction; Front-End Processes; Risk Analysis; Resilience; Lessons Learned; P-Form Corporations; Table 2.1. P-form Corporations and M-form Corporations (Söderlund & Tell, 2011); Table 2.2. Characteristics of P-form Corporations and M-form Corporations (Söderlund & Tell, 2011); Dynamic Capabilities and Knowledge Integration. |
|
Capabilities, Competences, and Project-Based OrganizationsTable 2.3. Comparing Strategies Across Project-Based Organizations; Table 2.4. Different Types of Projects; Table 2.5. Exploitation and Exploration Projects: A Comparison; Figure 2.1. The Project Competence Building-Block Framework; Chapter 2 Summary; Chapter 3: Pilot Study; Introduction to Pilot Study; Figure 3.1. Pilot Study Conceptual Framework (Modified from Easterby-Smith & Preito, 2008); Pilot Study Results; Discussion of Pilot Study Results. |
|
Table 3.1. Examples of Results Based on the Initial Conceptual Framework and Pilot Study DataMethodological Challenges Identified by the Pilot Study; Final Thoughts from the Pilot Research; Chapter 4: Refining the Conceptual Framework; Introduction; Theories of Practice; Learning and Knowledge Management; The Conceptual Framework; Figure 4.1. Conceptual Framework, Modified from Easterby-Smith and Prieto (2008); Chapter 5: Research Methodology; Introduction; Selection of Organizations and Interviewees; Table 5.1. Brief Description of Case Organizations Studied in the Research. |
|
Research Instruments and InterviewsData Recording and Analysis; Limitations of the Methodology; Chapter 6: Results and Data Analysis; Introduction; Level 1: Data Analysis Tables; Table 6.1. Template Structure for the Data Analysis Tables; Level 2: Data Analysis Cards; Table 6.2. Template Structure for Data Analysis Cards; Level 3: Summary Analysis Table; Level 4: Cross-Case Analysis; Data Analysis Tables; Case A; Table 6.3. Case Analysis Table for Case Study A; Data Analysis Cards; Table 6.4. Data Analysis Cards per Organization; Summary Data Analysis Table. |
| Note |
Table 6.5. Example Data Analysis Cards from Case A. |
| Summary |
What does a successful knowledge management practitioner do?Evolutionary Learning in Strategy-Project Systems explores the gap between the theory and practice of knowledge management in organizations and analyzes how learning happens and how knowledge is created. The authors take a practitioner-driven approach, one that unites organizational strategy with the learning of organizational lessons-the kind of knowledge management that enhances project performance and ultimately business success. |
| Subject |
Project management.
|
|
Knowledge management.
|
|
Organizational learning.
|
|
Gestion de projet. |
|
Gestion des connaissances. |
|
Apprentissage organisationnel. |
|
Knowledge management |
|
Organizational learning |
|
Project management |
| Added Author |
Eltigani, Adil.
|
|
Williams, Terence.
|
| Other Form: |
Print version: Gardiner, Paul. Evolutionary Learning in Strategy-Project Systems. Newtown Square, PA : Project Management Institute, ©2018 9781628254846 |
| ISBN |
9781628254853 |
|
1628254858 |
|
More Resources