Knowledge Sharing Among a Community of Project Managers: A Descriptive Case Study Examining the Relationship Between Social Structures and Knowledge Sharing Among Project Managers in a Global Engineering Firm Open Access
Downloadable ContentDownload PDF View PDF in Browser Report an accessibility issue with this item
Abstract of the DissertationKnowledge Sharing Among a Community of Project Managers:A Descriptive Case Study Examining the Relationship Between Social Structures and Knowledge Sharing Among Project Managers in a Global Engineering FirmThe purpose of this study was to gain insight into the extent to which communities of project managers in a global firm shared or did not share knowledge. Specifically the study (1) examined project managers' perceptions of organizations' actions that impact knowledge sharing; (2) examined project managers' perceptions about who, where, what, when, why, and how they shared knowledge and the role they saw formal and informal social structures play in that exchange; and (3) gained insights into the nature of communities of project managers relative to knowledge sharing. The findings revealed three insights into the nature of three constructs: knowledge sharing, social structures, and communities of practice. First, the organization does not have an established way to share new processes and procedures to everyone. Second, the organization does not scan the environment to understand what its competitors are doing. Lastly, the organization does not have established work groups or communities of practice to help the organization adapt and change. This research provides an introduction to an integrated approach using the three aforementioned constructs to help organizations share knowledge.
Notice to Authors
If you are the author of this work and you have any questions about the information on this page, please use the Contact form to get in touch with us.