According to the literature review part, the study focuses on knowledge management theory to discover solutions. The best answer to this question that we would recommend is to apply part of the theory of knowledge management (Alavi & Leidner, 2001) in this case. For this reason, knowledge management can help the company transfer the knowledge of the current project manager to the next project manager or expand this position to be more than just one person.
According to the above issue, it would be better for the company to apply the theory of knowledge management especially in the process of knowledge transfer and sharing and then adapt it to fix this problem.
Knowledge Creation
From tacit knowledge to explicit knowledge – it has been called externalization, when people have their own tacit knowledge and try to put it into words using analogy, this is the progress of externalization. From explicit knowledge to tacit knowledge – it has been called internalization, the process from internalization is the embodying explicit knowledge through action or practice and is considered to be personal tacit knowledge.
Knowledge Storage and Retrieval
From Explicit Knowledge to Explicit Knowledge - They called it Combination, after we got a lot of information that we put on a notepad, we need to combine it and make it more useful. It is a process that collects all the data inside and outside the company and combines them to create new explicit knowledge in the company.
Knowledge transfer
Product and market positioning – knowing where the position of your product is in the market. Innovation positioning – to know how much the organization will focus on the development of external innovations directly experienced by customer.
Knowledge Application
This study was conducted to investigate the construction industry which is a family business, as this is a well-researched industry and a good example of a project-based environment. The innovation performance of the construction industry in terms of productivity, quality and product functionality has been low compared to other industries (Winch, 1998). The low level of innovation performance is based on the fragmented nature of the industry; the uniqueness of the construction as a product;
Because the construction sector focuses mainly on organizational processes, contract agreements and installation methods (Seaden & Manseau, 2001) and the way in which innovation is measured; e.g. According to Winch (1998), the adoption and implementation processes in the top-down mode are iterative learning cycles, as the characteristics of the new idea and the existing organizational context are mutually adapted. To investigate cooperative innovation projects in the construction industry, we apply a knowledge-based perspective, which considers knowledge as the firm's most strategically important resource (Grant, 1996).
The role of the firm and its source of unique advantage lies in its ability to collect, integrate, use and transfer the knowledge of individuals in the production of goods and services (Grant, 1996). Through the execution of projects, knowledge capabilities and resources are built up within the company over time. We know from the literature that pursuing cooperative strategies can be used as a means to create knowledge or access knowledge and skills beyond the boundaries of the firm.
Proposed Framework
Facilitator (Knowledge Management Process)
After knowledge creation, move to knowledge storage and retrieval in this company, how they store knowledge and how they retrieve knowledge from storage. See the company problem mentioned in the previous topic, Knowledge Conversion Pattern at Dynamic Group Products Co., Ltd. In this case, the project manager was not aware of the importance of the storage and retrieval processes.
In terms of solution, project manager will transfer or share their knowledge by record in server and let the next generation collect and find out the knowledge for each purpose (Quinn et al., 1996). Sometimes junior project manager or others have a technical problem that they never do or can't solve, then they will need consultation or advice from current project manager during situation. This process also depends on who is expert and trusted to ask for advice so that knowledge is transferred individually interaction between senior and junior project manager (Alavi M., 2001).
This action also means that it is the responsibility of the senior project manager and takes care of this work assignment of the junior project manager and the transfer and exchange of the necessary knowledge between the position. The company must find the best way to validate the knowledge of the project manager. Finally, the company needs to train the next generation of project managers as T-Shape managers, who have a deep and broad skill set in all work operations.
METHODOLOGY
Warm up
How it is important in the company and if you think it is important, why do you think so. What are the key factors that can help the company's success in knowledge transfer for a project manager.
Explore Knowledge Management Scenario
Barrier for Knowledge Transfer
RESULTS
The Result of a Focus Group Interview
For the rest, they said that there is a communication problem among the employees, which leads to knowledge management failure. For this argument, we think it was an attitude of his at work without trying out a knowledge management system. Thanks to the previous problem, all members understand more about knowledge management, and most of them agree that there are some problems with knowledge management.
In the first question of this part, all interviewers said that they all never use any kind of knowledge management system. At least some of them said that they use knowledge management when working together with downline or other department. Second, using a theory of knowledge management to assist in a process of knowledge transfer for a project manager can be applied in many ways to transfer.
Finally, two of the interviewers chose knowledge application because the learner is an outcome of the knowledge management process. For the last question, all interviewers said that “if the company implements a knowledge management system, it can improve a project manager's knowledge transfer”. In addition, if the company needs to implement a knowledge management system, it must hire a consultant, but the cost of the consultant and implementation is quite expensive.
Case Comparison
For knowledge creation, FSBT seems to be more systematic because the company uses a system that helps in knowledge creation. It shows that the company is incomplete in transferring knowledge to the next generation of project managers, because they do not convert the knowledge into explicit knowledge. Therefore, they do not apply the knowledge from face-to-face learning, which may indicate a knowledge transfer problem.
As this research mentioned in the previous topic, Dynamic Group Products still uses a manual method of knowledge storage. In addition, for a project manager, this can also lead to knowledge transfer failure. So if the company uses a manual method of transfer in this way, there may be an error in knowledge transfer due to a human problem.
Furthermore, it may be related to the problem of knowledge creation and retention, because the company did not use a system to help knowledge transfer, which means that they can also carry out face-to-face knowledge transfer, but no one it does not record it and preserve it for future generations. Since the company still has a big limit which is the ego of a project manager and learner, it is also a problem as mentioned in this study in the previous topic which is a chance of human error in knowledge transfer. This may indicate a gap between the two companies such as the knowledge management process when the company implemented a specific system.
DISCUSSION & CONCLUSION
- Contribution of a Study
- Managerial Implication & Suggestion
- Infrastructural Evaluation
- KM system analysis, design, and development
- System deployment
- Evaluation
For FSBT, we also found that even the company has success in implementing the knowledge management system, but they still have some problems with it. Finally, there is no system to validate the knowledge and the company does not focus on developing a T-shape skill. Thus, this study suggests that the company implements a Knowledge Management System (KMS) as one of the best ways to solve problems.
Furthermore, we should collaborate the platform to determine if the platform is better suited for the business. In this step, the audit and analysis of existing knowledge process has been implemented because a knowledge management project must begin with the knowledge that the company already has. Next, assemble an audit team to conduct a preliminary assessment of knowledge assets in the business to identify those that are critical and weak.
For the fifth step on this roadmap is to form the team to design, build, implement and deploy the company's KMS. However, there is not much to improve in KMS because the company can skip the implementation process since the company already has KMS. According to the workflow of the organization, the company should add the system that helps to connect each department together.
With the system, the company will be able to pass on customer information and hardware specifications to employees who really need it. Therefore, the recommendation will lead the company to succeed in transferring and sharing the knowledge of the company for the project manager, which is the biggest goal of this research.
Reinventing the Workplace: How Companies and Employees Can Both Win, Brookings Institution, Washington DC. 200), Enterprise 2.0: The Beginning of Emerging Collaboration. Nonaka, Ikujiro and Noboru Konno, 1998, The Concept of 'Ba': Building a Foundation for Knowledge Creation, California Management Review, 40(3), 42. Peter Meso, Robert Smith A resource-based view of organizational knowledge management systems", Journal of Knowledge Management, Vol. making the most of the best'', Harvard Business Review, March/April.
Finegan Facilitating knowledge moves to deliver innovation through knowledge management: A case study”, Engineering, Construction and Architectural Management.
