Organizational culture restraining in-house knowledge transfer between project managers – a case study

a conceptual framework and guidelines for practice

Knowledge management is one of the most discussed topics in contemporary project management. But despite the field's numerous studies outlining the organizational benefits of practicing knowledge management, many organizations--as suggested by the proliferation and short life span of project management offices--are not realizing significant advantages from investments in initiatives to transfer project knowledge. This article examines why one company's initiative to transfer project management knowledge among its five project managers failed to meet its expectations. In doing so, it overviews why the studied company implemented a knowledge management practice and identifies which research model and methodology the authors' used to structure their study. It outlines the nine initiatives that the studied company implemented to stimulate knowledge transfer among its project managers.
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