Knowledge governance in a Japanese project-based organization

Abstract

Knowledge processes (knowledge creation, retention, and sharing) are influenced by organizational structure, and governance and coordination mechanisms. While project-based organizational structures facilitate knowledge creation; they can hinder knowledge retention and sharing without adequate governance mechanisms. Drawing from the knowledge management and knowledge governance literatures, this paper proposes knowledge governance mechanisms – consensus-based hierarchy, shared human resource practices, and performance measures and output control – that promote knowledge processes in project-based organizations (PBOs). The functioning of knowledge governance is described in a Japanese PBO, Maekawa Manufacturing Ltd. Although the case indicates that both soft and hard dimensions of knowledge governance support knowledge processes, soft dimensions are prioritized in this particular organization. Some implications and suggestions for further research are given.