Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.686735
Title: Knowledge management : an exploration of knowledge sharing within project-based organisations
Author: Na, Seunguk
ISNI:       0000 0004 5919 8939
Awarding Body: University of Manchester
Current Institution: University of Manchester
Date of Award: 2015
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Abstract:
For several years, knowledge has been treated as a key successful resource in business and management. As knowledge management has been researched in various research domains, academics in project management have been also interested in the potential role of knowledge management. The aim of the research is to explore the usefulness and potentiality of knowledge management as well as to confirm the influencing elements of knowledge sharing within project-based organisations. This research implemented a qualitative research method which prompted an in-depth understanding of individual members’ perceptions towards knowledge sharing in project teams. In order to fulfil the methodological objective, the data were collected by using semi-structured interviews with 26 project managers from five project-based firms. The grounded theory method was adopted as the data analysis technique of this study. It allowed the researcher to explore and analyse the individuals’ perceptions of knowledge sharing and knowledge management. As a result, this study suggests four potential influencing factors of knowledge sharing, which are trust, relationship, motivation, and self-efficacy. The research data show that trust plays a role as a basic currency between members to share knowledge. Positive and affirmative relationships with other members will make it easy to share more knowledge and lead to better quality of knowledge. In this research, the informants also imply that members would be motivated to engage in knowledge sharing in respect to workload, culture, and remuneration. Lastly, one’s belief that one can achieve certain things -self-efficacy- is also important to create improved knowledge sharing between members in project teams. The research found that the majority of the companies managed their knowledge and carried out knowledge sharing activities. However, most of them did not recognise that their behaviours were relevant to knowledge management. In this research, the author suggests that confirming precedent knowledge management and knowledge sharing activities should occur prior to adopting new approaches. Furthermore, this research explores the potential influencing factors that play a role as either enablers or barriers. Thus, project managers and management should be cautious and ensure that influencing factors are equally balanced. Due to the nature of qualitative research methods, the sample size is relatively small compared to quantitative methods such as a survey and a questionnaire. As a result, future studies will consider more data in order to enhance further applicability and utilisation of the research.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.686735  DOI: Not available
Keywords: Knowledge management ; Knowledge sharing ; Project-based organisations ; Trust ; Relationship ; Motivation ; Self-efficacy
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