Role of IT and KM in improving project management performance

Role of IT and KM in improving project management performance Purpose – Research has shown that it is not easy to associate information technology (IT) and knowledge management (KM) with business performance. The paper aims to propose that this difficulty of associating IT and KM with business performance can be extrapolated to project management performance. Design/methodology/approach – Given that research integrating all three disciplines – IT, KM, and project management – is sparse, the authors use an inductive and grounded approach, complemented by past research findings, to develop a research model. They developed a model using the interpretive structural modeling (ISM) methodology, and employed ISM because it helped to not only integrate both qualitative and quantitative variables but also allowed the authors to capture the shared mental models of practitioners – who formed the empirical basis of this research. Findings – The paper shows that the drivers of project management (PM) effectiveness can be categorized into distinct groups – of which some are easier to manage compared to the others Research limitations/implications – The authors current study is limited to one organization and therefore, the generalizability of this research is limited. Future research efforts should expand this study to more organizations and in various geographical locations to validate and obtain generalizable results. Originality/value – The paper helps the reader to understand the role of IT and KM in the context of improving project performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png VINE Emerald Publishing

Role of IT and KM in improving project management performance

VINE, Volume 38 (3): 13 – Aug 29, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0305-5728
DOI
10.1108/03055720810904862
Publisher site
See Article on Publisher Site

Abstract

Purpose – Research has shown that it is not easy to associate information technology (IT) and knowledge management (KM) with business performance. The paper aims to propose that this difficulty of associating IT and KM with business performance can be extrapolated to project management performance. Design/methodology/approach – Given that research integrating all three disciplines – IT, KM, and project management – is sparse, the authors use an inductive and grounded approach, complemented by past research findings, to develop a research model. They developed a model using the interpretive structural modeling (ISM) methodology, and employed ISM because it helped to not only integrate both qualitative and quantitative variables but also allowed the authors to capture the shared mental models of practitioners – who formed the empirical basis of this research. Findings – The paper shows that the drivers of project management (PM) effectiveness can be categorized into distinct groups – of which some are easier to manage compared to the others Research limitations/implications – The authors current study is limited to one organization and therefore, the generalizability of this research is limited. Future research efforts should expand this study to more organizations and in various geographical locations to validate and obtain generalizable results. Originality/value – The paper helps the reader to understand the role of IT and KM in the context of improving project performance.

Journal

VINEEmerald Publishing

Published: Aug 29, 2008

Keywords: Communication technologies; Knowledge management; Project management

References

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