Kaj U. Koskinen

Tacit knowledge acquisition and sharing in a project work context

Abstract In this article we address the question of what kind of social engagements provide the proper project work context for tacit knowledge acquisition and sharing to take place. In pursuit of this objective two epistemological assumptions are presented, and the analytical tool for understanding the behaviour of project team members, the Holistic Concept of Man, is illustrated and discussed. Project as a context of tacit knowledge utilisation is discussed, and different factors and situations that affect acquisition and sharing of tacit knowledge in project work, are analysed. The results of the study suggest that the situations, where the members of a project team can interact face-to-face with each other, reinforces tacit knowledge sharing. Also used language, mutual trust and proximity are factors which affect the grade of tacit knowledge utilisation in project work.

Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective

This conceptual paper investigates the process of knowledge transfer in project-based organizations from the perspective of organizational culture. The paper identifies obstacles to knowledge transfer in project-based organizations and emphasizes the importance of organizational and project cultures in this process. The study provides some suggestions for improving knowledge transfer in project-based organizations and notes the implications of the paper for project management.

The role of tacit knowledge in innovation processes of small technology companies

Abstract This paper reports on a conceptual analysis of the role of tacit knowledge in innovation processes. The presentation will focus on foundations of tacit knowledge, how tacit knowledge is acquired and transferred, and how it is utilised in the innovation functions of small technology companies. The study hints that tacit knowledge can play an important role in the initial stages of the innovation processes of small technology enterprises.

Evaluation of tacit knowledge utilization in work units

This article introduces a model with the help of which the management of businesses can evaluate what kind of a role tacit knowledge plays in their organizations. At the beginning of the article basic elements from which an individual’s competence is derived are described. After that the structure of the model is discussed. Four different systems, namely memory, communication, motivational, and situational systems, which all include numerous factors that affect tacit knowledge utilization in organizations are illustrated. The article ends with the introduction of the model and a brief speculation about its application possibilities in different work units.

Knowledge Management to Improve Project Communication and Implementation

This article highlights knowledge management as a part of project management. First, the article focuses on epistemological assumptions. Cognitive- and autopoietic epistemologies are highlighted with the purpose getting a better understanding of what is knowledge and how it develops. Second, the discussion goes on dealing with tacit- and explicit knowledge and their role in different types of projects. Third, the article illustrates two main knowledge management processes: codification and personalization. It is concluded that many delivery- and investment projects are often projects in which the utilization of explicit knowledge and codification type of knowledge management process play a significant role. It is also concluded that many research and development projects are enterprises in which tacit knowledge usage is abundant and personalization type of knowledge management process is a necessity. Fourth, the main content of this article – a division of knowledge-related project management environments into four different entities – is introduced. With the help of this division the project management can understand what type of knowledge management process is needed in different project management contexts.

Tacit knowledge as a promoter of project success

Abstract This paper addresses the question of whether tacit knowledge can be an important contributory factor in the successful delivery of automation systems. The theoretical part of the paper deals with explicit and tacit knowledge, in particular with the essential nature of tacit knowledge and its manifestation in project activity. After this two related case studies are presented from the metallurgical industry. In the first case, the lack of tacit knowledge was an obvious reason for the poor economic performance of the project; in the second case, the value of tacit knowledge in the success of the project was probably significant.

Tacit knowledge as a promoter of success in technology firms

Addresses the question of whether tacit knowledge can be a promoter of success in technology enterprises. Tacit knowledge is illustrated by focusing on its foundations, on how it is expressed and on how tacit knowledge can be utilised in technology firms. A model is presented by which the utilisation of tacit knowledge can be understood more profoundly. The question of how significant a role tacit knowledge plays in the formation of competitive advantage in technology enterprises is explored. Furthermore, the results of an experiment are presented, in which the utilisation of tacit knowledge was estimated in ten small specialised supplier-type technology companies.

Recursive view of the project‐based companies' knowledge production

Purpose – According to the traditional “stable‐process” problem, the project‐based companys memory and project implementation cannot interact. They remain conceptually distinctly different entities, the differences stemming from epistemologically different theoretical projects. However, the idea of recursivity within autopoiesis theory and autopoietic epistemology might enable an approach to this problem by bridging the gap. A recursive view of the project‐based company assumes that the memory of the company and the project implementation processes within the company exist at different levels of analysis. They remain analytically distinct from each other, yet they interact in such a way that they are both modified through interaction. Therefore, this paper aims to show that, with the help of a recursive view, it can shed new light on the problem of knowledge production in project‐based companies.Design/methodology/approach – Knowledge production in project‐based companies is conceptualized with the help ...

Trust in a knowledge related project work environment

This conceptual paper highlights the role of trust in a project work context. First, the paper describes the concepts of trust and knowledge. Then the discussion goes on to deal with four different knowledge related project work environments and the role of trust in the connection of them. It is concluded that it is very important that knowledge related project work environments are neither over-challenged nor under-challenged in relation to trusting relationships. Furthermore, it is also concluded that there is not always time in a project work context to develop thick forms of trust, and therefore the project teams have to accept thin forms of trust as a reality with which they must manage.

Supply chain as an autopoietic learning system

Purpose – This paper seeks to present a comprehensive overview of the supply chain as an autopoietic system. The new autopoietic approach suggests a transition from traditional cognitivist epistemology to the theory of learning as a creational matter, and this type of thinking can potentially shed light on the role of knowledge creation as a part of supply chain management. Design/methodology/approach – The paper is structured as follows: the first section describes the theoretical background of the concept of knowledge management in the supply chain. After that, the paper examines the general systems theory and the role of an autopoietic system within it. Then the paper addresses autopoietic epistemology. In particular, the notions of knowledge, learning, and knowledge flows are described so that the focus is on the context of the supply chain and supply chain management at operational level. Findings – The suppliers, customers, and firms own organization and parts of the organization have autonomy sy...