Issues in the management of embedded knowledge in project-based organizations: the project actor’s role

Abstract

Knowledge management (KM) in project-based organizations has received substantial attention in recent years, as knowledge processes are insufficiently supported within the organization as a whole. This study specifically focuses on the project actor’s role in managing knowledge. From an actor’s perspective, the problems raised by knowledge embeddedness are identified as a key issue to link project knowledge and organizational knowledge. A conceptual framework is developed that addresses three different aspects of knowledge embeddedness: a relational dimension, a temporal dimension and a structural dimension. Three cases are studied, covering varying forms of organizations in different areas (a consulting firm, an R&D department and an industrial business unit). The results concerning the relational dimension indicate that project actors re-build the network of relationships supporting knowledge. Regarding the temporal dimension, and specifically in their professional field, actors frame professional knowledge related to their project experience. However, actors fail to surmount the problems raised by the structural dimension of knowledge embeddedness. The resulting recommendations for KM concern both Human Resource Management practices and organizational design.

Keywords:

• project-based organizations
• knowledge processes
• knowledge embeddedness

Additional information

Notes on contributors

Sophie d'Armagnac

About the author

Sophie d’Armagnac is Researcher in the Work Employment and Health Research group at Toulouse Business School. Her main research topic is knowledge management and its impact for working groups, within an organization or between organizations.