KNOWLEDGE TRANSFER ACROSS DIFFERENT BOUNDARIES IN A PROJECT ENVIRONMENT: A CASE STUDY OF A BOTSWANA MINING ORGANISATION

Abel Jhamba,Herman Steyn

doi:10.7166/32-1-2326

Abstract

Effective knowledge transfer is essential in obtaining a competitive advantage. In a project environment, knowledge transfer occurs across different boundaries and involves different stakeholders — a topic much neglected in the literature. This paper explores the processes at play when knowledge is transferred across different boundaries, and then focuses on the role played by the document management system in a project management office. Results from focus group workshops and interviews indicate that the project management office plays a vital role in ensuring effective knowledge transfer, and that the roles differ at different boundaries. In the mining case study, the document management system plays a key role in knowledge transfer.

Highlights

Organisations currently face globalisation, and competing in the global market requires them to look for opportunities to enhance their competitiveness and improve market share
This paper explores the processes at play when knowledge is transferred across different boundaries, and focuses on the role played by the document management system in a project management office
The results show that the predominant knowledge transfer processes across specific boundaries are: Knowledge transfer between two project teams

Summary

Introduction

Organisations currently face globalisation, and competing in the global market requires them to look for opportunities to enhance their competitiveness and improve market share. According to Sokhanvar, Matthews and Yarlagadda [3], knowledge management is one of the critical factors for project success and organisational performance. They note a significant gap in the literature on knowledge management processes, especially on the role of project management offices (PMOs). According to Hanisch et al [2], the literature has gone a long way to identifying the challenges and problems of knowledge management in project environments; a challenge still exists in developing general solutions, tools, or processes that can be used to manage knowledge in projectbased firms and organisations.

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Results

Conclusion