Antecedents of knowledge sharing behavior towards project success
In the current globally competitive knowledge economy, all organizations need to manage a project effectively to ensure success. Studies have shown that many projects failed to achieve initial objectives and unable to respond to their stakeholders’ expectations. Researchers have recognized that know...
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| Main Author: | |
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| Format: | Thesis |
| Language: | English |
| Published: |
2012
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| Subjects: | |
| Online Access: | http://eprints.utm.my/id/eprint/31883/1/TaimoorMarjaniMFPPSM2012.pdf http://eprints.utm.my/id/eprint/31883/ |
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| Institution: | Universiti Teknologi Malaysia |
| Language: | English |
| Summary: | In the current globally competitive knowledge economy, all organizations need to manage a project effectively to ensure success. Studies have shown that many projects failed to achieve initial objectives and unable to respond to their stakeholders’ expectations. Researchers have recognized that knowledge is a key strategic resource for the project performance and effectiveness and that it is essential to encourage and assist project team members to share their know-how. Hence, the main aim of this research is to investigate the individual and organizational factors influencing project team members' knowledge sharing behavior that eventually contributes to the success of a project. This study develops a theoretical framework of underlying project knowledge sharing based on the “Theory of Planned Behavior” for identifying knowledge sharing behavior complemented by System Thinking Theory and Input-Process-Output Model. A questionnaire survey was used for data collection and analysis was made based on 423 responses from project team members of a large project based company. A semi-structured interview was conducted with 14 participants including managers and project management team members in the case company to gain a clearer and deeper understanding of knowledge sharing behaviors. The findings from the research survey and interview support the basic assumption that higher levels of individual factors including Perceived Reciprocity Benefits, Perceived Enjoyment in Helping Others, Perceived Project Commitment, Knowledge Selfefficacy; together with higher levels of organizational factors including Perceived Project Climate, Top Management Support, Rewards and Incentives, Information Technology; lead to higher levels of actual knowledge sharing. The findings also show that knowledge sharing behavior in project environment is a critical factor which can affect success of a project. |
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