Umeh Uche Adaeze

Features of knowledge management activity in project-oriented banks

Abstract

The study concluded that successful knowledge management process in project-oriented banks needs specific project-oriented models, methods and instruments. Two models are suggested: model of presenting the project work breakdown structure considering activity of knowledge management and model of interaction for knowledge management creation with stakeholders of a project in bank. . Fig. 2, Ref. 18.

Keywords

формування портфеля проектів, компонент портфеля, оцінювання, інтроформаційна модель, цілісна оцінка, метод, експеримент.

References

1. Li, Rita Yi Man (2012) Knowledge Management, Sharing and Creation in Developing Countries’ Banking Industries, Advances in Network and Communications, Vol.1, No. 1, 13-26.
2. Ajmal, M. and Koskinen, K. (2008), Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective’. Project Management Journal, Vol. 39, No. 1, 7-15.
3. Boh, W.F. (2007), ‘Mechanisms for sharing knowledge in project-based organizations’. Information and Organization, No 17, 27–58.
4. DeFillippi, R. J. (2001). Introduction: project-based learning, reflective practices and learning outcomes. Management Learning 32, 5–10.
5. Enberg, C., Lindkvist, L. & Tell, F. (2006). Exploring the Dynamics of Knowledge Integration: Acting and Interacting in Project Teams. Management Learning 37: 2, 13–20.
6. Rach V. (2014). Knowledge management and intellectual property. Materials of the educational master program on Project management, KROK University, Kiev, Ukraine.
7. Pinto, M., F. Lopes, et al. (2005). Knowledge management Systems and Intellectual Capital Measurement. Proc. of XVI ISPIM Annual Conference.
8. Koskinen, K.U; Pihlanto, P. (2008). Knowledge Management in Project-Based Companies: an Organic Perspective. Hampshire: Palgrave Macmillan.
9. Hsien Niu, K. (2010). Organizational trust and knowledge obtaining in industrial clusters. Journal of Knowledge Management, 14, 141-155.
10. Grant, R. M. Toward a knowledge-based theory of the firm. Strategic Management Journal, vol.17, Winter Special.
11. Joia, L. A.; Lemos, B. (2010). Relevant factors for tacit knowledge transfer within organizations. Journal of Knowledge Management, vol. 14, no. 3, 410-427.
12. Lyons K.L. (2000). Using Patterns to Capture Tacit Knowledge and Enhance Knowledge Transfer in Virtual Teams, in Malhotra, Y. (Ed.). Knowledge Management and Virtual Organizations, Hershey: Idea Group Publishing, 124-143.
13. Koskinen, K. U., Pihlanto, P., & Vanharanta, H. (2003). Tacit knowledge acquisition and sharing in a project work context. International Journal of Project Management, 21(4), 281–290.
14. Levin, D. Z., & Cross, R. (2004). The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer. Management Science, 50(11), 1477–1490.
15. Spender, J.C. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17(10), 45–62.
16. Medvedieva E. (2014). Project management: interactions in projects. Materials of the educational master program on Project management, East-Ukrainian National University, Lugansk, Ukraine.
17. A guide to the project management body of knowledge (pmbok® guide) (2013). 5th ed. Project management institute, inc., 619.
18. Practice standard for work breakdown structure (2006). Second edition. Project management institute, inc., 111.

Сitation

Umeh Uche Adaeze (2014) Features of knowledge management activity in project-oriented banks. Project management and development of production, 52, 128-134