KM as a Facilitator for Project Performance Through Team Process: Does Information Technology Make a Difference?

Li-Ren Yang (), Jieh-Haur Chen () and Shu-Cheng Chou ()
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Li-Ren Yang: Department of Business Administration, Tamkang University, New Taipei City 251, Taiwan
Jieh-Haur Chen: Graduate Institute of Construction Engineering and Management, National Central University, Chungli, Taoyuan 320, Taiwan
Shu-Cheng Chou: Department of Business Administration, Tamkang University, New Taipei City 251, Taiwan

International Journal of Information Technology & Decision Making (IJITDM), 2014, vol. 13, issue 05, 937-956

Abstract: This paper empirically investigates a sample of research and development (R&D) projects in Taiwanese high-tech industry with a three-fold purpose. The first objective is to assess the associations among information technology (IT) application, knowledge management (KM), team process (TP), and R&D project performance. The second objective is to determine whether TP may mediate the effect of KM on R&D project performance. The third objective is to examine the moderating role of project characteristics in the relationship between TP and R&D project performance. The structural equation modeling (SEM) approach was used to validate the research model. These analyses suggest that TP may fully mediate the effects of KM on R&D project performance in terms of quality and development success and schedule and cost performance. The results also show that industry sector (IS) and team size (TS) have a moderating effect on the relationship between TP and R&D project performance.

Keywords: Research and development; information technology; knowledge management; team process; project performance; project characteristics (search for similar items in EconPapers)
Date: 2014
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DOI: 10.1142/S021962201450014X

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