Influence of Knowledge Leadership on IT Project Performance and Quality Practices

Vinit Ghosh,Gaurav Kabra,Hory Sankar Mukerjee

doi:10.4018/ijkm.290024

Abstract

The present study investigates how knowledge leadership affects project performance and quality practices in Information Technology (IT) projects. A questionnaire-based survey was designed to collect responses from 198 mid-level employees of five big Indian IT firms. The data was analysed using PLS-based SEM technique. Our findings revealed that knowledge leadership skills, cooperation and trust, and knowledge integration positively influence project performance and project quality practices. The risk-mitigation efforts of a knowledge leader moderate the relationship between knowledge leadership, project performance and quality practices. The current research has contributed to limited leadership and project management literature available. Knowledge-oriented leadership is a mixture of transformational and transactional leadership and has significant implications on the innovation performance of technology-intensive organizations.

Highlights

Information Technology or information technology (IT) practices is one of the ten established Knowledge Management (KM) practices that define modern business organizations (Hussinki et al, 2017)
Confirmatory Factor Analysis The relevant items of each scale used were first assessed for their reliability and validity
The reliability of the items was evaluated by examining the composite reliability (CR), Cronbach’s alpha and rho_A values for all constructs

Summary

Introduction

Information Technology or IT practices is one of the ten established Knowledge Management (KM) practices that define modern business organizations (Hussinki et al, 2017). Though the total spending on IT solutions and tools by industries is rapidly increasing, it is crucial to understand that each IT project has unique complexities and suffers from communication, team management, and resource allocation challenges (Andersen, 2016). The problem persists because of the lack of operative and effective knowledge management system. In technical organizations, such a system can capture the varied behavioural and individual-level factors that affect right knowledge acquisition, creation, and sharing (Vachon & Klassen, 2008; Dalkir, 2017).

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