Knowledge Governance Strategies in Project-based Organizations

被引：33
|
作者：
Pemsel, Sofia [1 ]
Mueller, Ralf [2 ]
Soederlund, Jonas [3 ,4 ]
机构：
[1] Copenhagen Business Sch, Copenhagen, Denmark
[2] BI Norwegian Business Sch, Project Management, Oslo, Norway
[3] BI Norwegian Business Sch, Oslo, Norway
[4] Linkoping Univ, KITE, S-58183 Linkoping, Sweden
来源：
LONG RANGE PLANNING | 2016年 / 49卷 / 06期
关键词：
MANAGEMENT GOVERNANCE; COMPLEX PRODUCTS; FORM; MECHANISMS; COMPETENCE; CONSTRUCTION; ENVIRONMENTS; CAPABILITIES; PERFORMANCE; LEADERSHIP;
D O I：
10.1016/j.lrp.2016.01.001
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
Knowledge governance (KG) aims at strategically influencing knowledge processes by implementing governance mechanisms. Little is known about whether, how, or why such strategies differ among firms. We utilize a large-scale empirical study of 20 organizations to develop a typology of KG strategies in project-based organizations; we then explore how these strategies emerge and affect organizational knowledge processes. Six strategies are identified: Protector, Deliverer, Polisher, Explorer, Supporter, and Analyzer. This paper posits a multi-level categorization model to facilitate comparisons among KG strategies. We uncover three main drivers of organizations' chosen knowledge governance strategies namely, attitudes about humans, knowledge, and knowledge control. (C) 2016 Elsevier Ltd. All rights reserved.
引用
收藏
页码：648 / 660
页数：13
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