Project management knowledge flows in networks of project managers and project management offices

• Verfasst von: Müller, Ralf [VerfasserIn]
• Verfasst von: Glückler, Johannes [VerfasserIn]
• Verfasst von: Aubry, Monique [VerfasserIn]
• Verfasst von: Shao, Jingting [VerfasserIn]
• Titel: Project management knowledge flows in networks of project managers and project management offices
• Titelzusatz: a case study in the pharmaceutical industry
• Verf.angabe: Ralf Müller, Department of Leadership and Organizational Behaviour, BI Norwegian Business School, Oslo, Norway, Johannes Glückler, University of Heidelberg, Heidelberg, Germany, Monique Aubry, School of Business and Management, Department of Business and Technology, Université du Québec `a Montreal, Québec, Canada, Jingting Shao, Institute for Industrial Economics, Chinese Academy of Social Sciences, Beijing, China
• E-Jahr: 2013
• Jahr: April 1, 2013
• Umfang: 16 S.
• Fussnoten: Gesehen am 22.06.2021
• Titel Quelle: Enthalten in: Project management journal
• Ort Quelle: Thousand Oaks, CA : Sage Publishing, 1997
• Jahr Quelle: 2013
• Band/Heft Quelle: 44(2013), 2, Seite 4-19
• ISSN Quelle: 1938-9507
• DOI: doi:10.1002/pmj.21326
• Datenträger: Online-Ressource
• Sprache: eng
• Bibliogr. Hinweis: Erscheint auch als : Druck-Ausgabe: Project management knowledge flows in networks of project managers and project management offices. - 2013
• Sach-SW: knowledge governance
• Sach-SW: mixed-method approach
• Sach-SW: network of PMOs
• Sach-SW: project management office
• Sach-SW: social network analysis
• K10plus-PPN: 1761029533

Abstract

This study investigates the knowledge flows among and between project managers and project management office (PMO) members in a pharmaceutical R&D company in China, using a mixed-methods approach. The results show that knowledge exchange happens in clusters, where each cluster forms around a PMO member. Contrary to expectations, PMO members were not identified as the most popular knowledge providers in these clusters; instead, knowledge was requested from earlier collaborators. A three-tiered model is developed for knowledge governance at the cluster level, across clusters and the link with corporate and project governance structures. Managerial and theoretical implications are discussed.