 Knowledge Sharing and Methods of Knowledge SharingKaj U. Koskinen and Pekka Pihlanto Chapter 6 in Knowledge Management in Project-Based Companies, 2008, pp 80-157 from Palgrave Macmillan Abstract: Abstract Many projects are often dependent on knowledge that is not in their possession (cf. Jones and Smith, 1997). Studies on project management have also demonstrated a lack of learning in projects (Ekstedt et al., 1999) that can be connected to decoupling and separation. The ambition to decouple one project from others can contribute to the difficulty of sharing knowledge and competencies developed elsewhere (Bengtsson and Eriksson, 2002). In any case, knowing what others know is a necessary component for co-ordinated action to take place (e.g. Clark, 1985; Krauss and Fussell, 1991). Individuals working for a project communicate with each other by a number of different means — such as face-to-face conversation, telephone, electronic mail, snail mail, etc. (e.g. Koskinen, 2003; Koskinen et al., 2003; Koskinen, 2004). The effects on problem solving, decision making and better understanding of technical issues are perceived as the most valuable effects of knowledge sharing. Keywords: Team Member; Knowledge Management; Knowledge Sharing; Project Team; Tacit Knowledge (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59507-1_6 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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