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Knowledge Sharing and Methods of Knowledge Sharing

In: Knowledge Management in Project-Based Companies

Author

Listed:
  • Kaj U. Koskinen
  • Pekka Pihlanto

Abstract

Many projects are often dependent on knowledge that is not in their possession (cf. Jones and Smith, 1997). Studies on project management have also demonstrated a lack of learning in projects (Ekstedt et al., 1999) that can be connected to decoupling and separation. The ambition to decouple one project from others can contribute to the difficulty of sharing knowledge and competencies developed elsewhere (Bengtsson and Eriksson, 2002). In any case, knowing what others know is a necessary component for co-ordinated action to take place (e.g. Clark, 1985; Krauss and Fussell, 1991). Individuals working for a project communicate with each other by a number of different means — such as face-to-face conversation, telephone, electronic mail, snail mail, etc. (e.g. Koskinen, 2003; Koskinen et al., 2003; Koskinen, 2004). The effects on problem solving, decision making and better understanding of technical issues are perceived as the most valuable effects of knowledge sharing.

Suggested Citation

  • Kaj U. Koskinen & Pekka Pihlanto, 2008. "Knowledge Sharing and Methods of Knowledge Sharing," Palgrave Macmillan Books, in: Knowledge Management in Project-Based Companies, chapter 6, pages 80-157, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-59507-1_6
    DOI: 10.1057/9780230595071_6
    as

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