Date of Award
Spring 5-11-2013
Degree Type
Dissertation
Degree Name
Executive Doctorate in Business (EDB)
Department
Business
First Advisor
Wesley J. Johnston, Ph.D.
Second Advisor
Minna Rollins, D.Sc.
Third Advisor
Adrian Souw-Chin Choo, Ph.D.
Abstract
In the areas of Project Management and Knowledge Management, past and current literature have included studies on the project and project team levels, but a specific focus on the role of the Project Manager in managing knowledge within the team has not yet been explored. In order to add to the discussion and close the gap, this research illustrates how knowledge is created within the project team environment, and the specific role the Project Manager plays in the process. By combining a modified model of Nonaka’s SECI Knowledge Creation Theory and the role of the Project Manager, this research shows how PM’s act as a “mixing valve” in the flow of knowledge in a dynamic, multi-directional, process within the project team environment. By developing this view, this research contributes to the knowledge management literature by describing a more dynamic SECI Model of knowledge creation than previously discussed. It contributes to the project management literature by applying the SECI process model of knowledge creation to the field of project management, and the specific actions of the Project Manager when acting within the project team environment. By outlining these actions, this research identifies possibilities for future research in measuring knowledge creation.
DOI
https://doi.org/10.57709/3826768
Recommended Citation
Bibbes, Ted, "Toward a New Understanding of the Project Manager as a Mixing Value of Organizational Knowledge: A Case Study Approach." Dissertation, Georgia State University, 2013.
doi: https://doi.org/10.57709/3826768