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Knowledge formation and learning in the management of projects: a problem solving perspective

Ahern, Terence, Leavy, Brian and Byrne, P.J. orcid logoORCID: 0000-0002-4446-1509 (2014) Knowledge formation and learning in the management of projects: a problem solving perspective. International Journal of Project Management, 32 (8). pp. 1423-1431. ISSN 0263-7863

In contrast to traditional projects, which are assumed to be fully specified and then executed with little learning anticipated, complex projects cannot be fully specified at the outset and require continuous learning over their life cycles. Nevertheless, the key role of knowledge formation and learning in managing complex projects is under-developed for expanding project capability boundaries to include knowledge uncertainty and indeterminacy. Drawing inspiration from Karl Weick's enactivist ideas and an empirical study of two organizations that developed project capability for complex projects, the paper develops an integrated view of projects and project management that is grounded in problem solving learning and organizing. More specifically, a project is reconceptualised as 'a mode of organizing to accomplish a temporary undertaking' with intrinsic learning. This perspective views complex projects under knowledge uncertainty as learning organizations, with implications for project management theory and practice.
Item Type:Article (Published)
Uncontrolled Keywords:Project management; Complex problem solving; Knowledge formation; Modes of organizing and learning (MOL); Practice
DCU Faculties and Centres:DCU Faculties and Schools > DCU Business School
Official URL:http://dx.doi.org/10.1016/j.ijproman.2014.02.004
Copyright Information:© 2014 Elsevier
Use License:This item is licensed under a Creative Commons Attribution-NonCommercial-Share Alike 3.0 License. View License
ID Code:20872
Deposited On:23 Oct 2015 10:59 by Pj Byrne . Last Modified 25 Nov 2020 13:28

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