The Project Manager as the Driver of Organizational Knowledge Creation

2020 ◽  
pp. 313-333
Author(s):  
Ted Bibbes ◽  
Minna Rollins ◽  
Wesley J. Johnston
Keyword(s):  
Single Case ◽  
Project Manager ◽  
Project Team ◽  
Single Case Study ◽  
Study Approach ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Team Environment

The areas Project Management and Knowledge Management include 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 received less focus. The authors show how knowledge is created within the project team environment, and the specific role of the Project Manager as an individual uniquely situated to drive the creation of knowledge in the environment by facilitating, directing, and controlling team activities through the four SECI model phases. Using a single case study approach, this research shows how the PM acts as a “mixing valve” in the flow of knowledge in a dynamic, multi-directional, process within the project team environment.

Artefacts and the Dynamics of Truces in Organizational Routines

2018 ◽  
Author(s):  
Nicolás J.B. Wiedemann ◽  
Leona Wiegmann ◽  
Juergen Weber
Keyword(s):  
Single Case ◽  
Single Case Study ◽  
Organizational Routines ◽  
Process Perspective ◽  
Temporary Settlement

Organizational routines can constitute a temporary settlement of individual actors’ diverging interests, described as a truce that enables the routine as a collective accomplishment to proceed. In this regard, scholars have recognized the central but ambiguous role of artefacts; they may be used to coordinate the interactions in routines but may also be mobilized to serve individual interests. Following this line of thinking, this chapter assumes a process perspective to advance our understanding of how such temporal settlements are continuously formed and in particular, the role artefacts play in this process. Based on a single case study over a period of thirty-three months, it analyses the use of a newly implemented artefact that inadvertently impeded smooth routine functioning as the artefact provided content that gave actors leeway to act out their interests in enacting the routine.

scholarly journals Regeringsautonomi og delegeringstab i dansk EU-politik: Et principal-agent teoretisk perspektiv

Politik ◽  
2010 ◽  
Vol 13 (3) ◽  
Author(s):  
Rasmus Bruun Pedersen
Keyword(s):  
Research Design ◽  
Single Case ◽  
Maastricht Treaty ◽  
Single Case Study ◽  
Government Behavior ◽  
Eu Integration ◽  
Treaty Negotiations ◽  
Role Of Information

Where do states’ positions on EU-integration come from? Despite a large number of studies we simply do not know which factors determine states’ positions in specific cases and why. This article analyses position making between ‘governments’ and ‘parliaments’ during the Maastricht Treaty negotiations. Furthermore, an analysis of the role of information asymmetries as intermediating factors in generating ‘influence on position’ will be carried out. The question asked is: Do governments enjoy relative autonomy vis-à-vis the Folketing that enables them to develop ‘positions’ they feel are in ‘the national interest’ or is Parliament able to control government behavior? The conclusions indicate that Parliaments control governmental positions, but also that governments, are able to exploit the negotiations to pursue certain ‘policy drifts’. The research design used is an in-dept single case study that analyses the level of inFluence on a multitude of different issues varied over the conflict level between the actors. 

Lean Six Sigma in policing services

2018 ◽  
Vol 67 (5) ◽  
pp. 935-940 ◽  
Author(s):  
Jiju Antony ◽  
Bryan Rodgers ◽  
Inness Coull ◽  
Vijaya Sunder M.
Keyword(s):  
Six Sigma ◽  
Design Methodology ◽  
Single Case ◽  
Lean Six Sigma ◽  
Single Case Study ◽  
Content Type ◽  
The Public ◽  
Study Approach ◽  
Learning Points

Purpose This paper is based on a single case study carried out as part of a change programme but is used as a reflective tool to draw on some of the wider organisational learning which can be considered when implementing, reviewing or re-energise a Lean Six Sigma (LSS) Programme. The paper aims to discuss this issue. Design/methodology/approach A case study approach has been used and referenced throughout the paper with references to literature to support the wider learning points drawn which are then applied to any continuous improvement (CI) programmes. Findings The paper presents a range of learning points which are drawn from a successful deployment of LSS within a change project carried out as part of an overall programme in Scottish policing services. Research limitations/implications The points are drawn from a single case study which was deployed within a wider change programme and is supported by wider literature but is used as a vehicle for informing strategic considerations within an organisation. Originality/value This case study is drawn from policing services in the public sector which alone is an area that has not been significantly studied. It is used to explore wider implications in terms of strategic alignment, organisational performance and project management and presents the argument that the design of a CI programme is much wider than the implementation of LSS itself.

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