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Department: PhD in Project Management
Module Description: The aim of this module is to teach the principles and technologies of knowledge management in the context of projectised organisations. A case study approach, as and where appropriate, will be adopted in introducing the course contents. The module covers the fundamental concepts in the study of knowledge and its creation, representation, dissemination, use and re-use, and management. The focus is on methods, techniques, and tools for computer support of knowledge management, knowledge acquisition and knowledge sharing in projectised organisations.
Key indicative readings
- Bjorkman, I., Evans, P. and Pucik, V. (2019). ‘Managing knowledge in multinational firms’, in A. Pinnington and A. Harzing (eds.). International Human Resource Management. 5th edn. London: Sage, Ch. 10.
- Bresnen, M., Edelman, L., Newell, S., Scarbrough, H. and Swan, J. (2003). Social practices and the management of knowledge in project environments. International Journal of Project Management, vol. 21(3), pp. 157-166. Request this item
- Easterby-Smith, M., Crossan, M. and Nicolini, D. (2000). Organizational learning: debates past, present and future. Journal of Management Studies, vol. 37(6), pp. 783-796. Request this item
- Liebowitz, J. and Megbolugbe, I. (2003). A set of frameworks to aid the project manager in conceptualizing and implementing knowledge management initiatives. International Journal of Project Management, vol. 21(3), pp. 189-198. Request this item
- Wang, C.L. and Ahmed, P.K. (2003). Organizational learning: a critical review. The Learning Organization, vol. 10(1), pp. 8-17.
- Williams, T. (2004). Identifying the hard lessons from projects – easily. International Journal of Project Management, vol. 22(4), pp. 273-279. Request this item
- Argyris, C. (1999). On organizational learning. 2nd edn. Maiden, MA: Blackwell Publishing.
- Becerra-Fernandez, I., Gonzalez, A. & Sabherwal, R. (2004). Knowledge management: challenges, solutions, and technologies. New Jersey: Pearson/Prentice Hall.
- Easterby-Smith, M. and Lyles, M.A. (eds). (2011). The Blackwell handbook of organizational learning and knowledge management. 2nd edn. Malden, MA: Blackwell.
- Kakihara, M. and Sorensen, C. (2002). Exploring knowledge emergence: from chaos to organizational knowledge. Journal for Global Information Technology Management, vol. 5(3), pp. 48-66.
- McHugh, D., Groves, D. and Alker, A. (1998). Managing learning: what do we learn from a learning organization? The Learning Organization, vol. 5(5), pp. 209-220.
- O’Keeffe, T. (2002). Organizational learning: a new perspective. Journal of European Industrial Training, vol. 26(2), pp. 130-141.
- Pedler, M., Burgogyne, J. and Boydell, T. (1997). The learning company: a strategy for sustainable development. 2nd edn.London: McGraw-Hill.
- Senge, P. M. (2006). The fifth discipline: the art and practice of learning organization. London: Random House Business Books
- Serenko, A., Bontis, N. and Hardie, T. (2007). Organizational size and knowledge flow: a proposed theoretical link. Journal of Intellectual Capital, vol. 8(4), pp. 610-627.
- Tiwana, A. (2002). The knowledge management toolkit: orchestrating IT, strategy, and knowledge platforms. 2nd edn.New Jersey: Prentice Hall.
- Van Wijk, R., Jansen, J.J.P. and Lyles, M.A. (2008). Inter- and intra-organisational knowledge transfer: a meta-analytic review and assessment of its antecedents and consequences. Journal of Management Studies, vol. 45, pp. 830-853. Request this item