You are here

A Hybrid Approach to Manage Structural Knowledge Asset: Focused on Project Based Organizations

Journal Name:

Publication Year:

Abstract (2. Language): 
Temporary property of a project addresses knowledge management should be evaluated as an essential effort by project based organizations. Knowledge management is referred strongly to the explicating tacit experiences of organizations. Although several different models proposed by researchers to manage knowledge for project based organizations, literature indicates the models developed disregarding interactions between the project management field and the knowledge management process. To the best knowledge of the authors, this is the first time specifically aimed to provide a hybrid management approach (HMA) to manage knowledge embraced by the people and to manage the process of a project simultaneously, considering the interactions. In this paper after providing several indexes based on a comprehensive literature review, the most effectiveness model is proposed. Analyzing the interactions of the proposed top model and project management body of knowledge in details allowed the researchers to perform providing an effective hybrid approach. A real case study corresponding to the maintenance of aircraft is also provided in this paper to illustrate the effectiveness of HMA numerically.



[1] Ajmal, M. Helo, P. and Le, T.K. 2010. “Critical factors for knowledge management in project business” Journal of Knowledge management, 14(1): 156-168.
[2] Alavi, M. and Leidner, D.E. 2001. ‘‘Knowledge management and knowledge management systems: conceptual foundations and research issues’’, MIS Quarterly, 25( 1): 107-36.
[3] Amabile, T.M. 1997. ‘‘Motivating creativity in organizations: on doing what you love and loving what you do’’, California Management Review, 40 (1): 39-58.
[4] Atashgar, K. 2013. “A Model to Document Explicit Knowledge and codifying Tacit Knowledge: Focused on Know-how in Production Companies”, International Journal of Industrial Engineering and Production Management, 24 (1): 23-41.
[5] Chase, R.L. 1997. ‘‘The knowledge-based organization: an international survey’’, Journal of Knowledge Management, 1 (1): 38-49.
[6] Coogan, J. 2008. “Boeing Knowledge Management: Associate technical Fellow KM/ Knowledge based Environments”,
[7] Davenport, T.H. and Prusak, L. 1998. Working Knowledge, Harvard Business School Press, Boston, Masachusetts.
[8] Davenport, T.H. and Probst, G.J.B., 2002. "Knowledge management case book", second edition, John Wiley & Sons, Inc. New York, NY, USA.
[9] Davenport, T.H., De Long, D.W. and Beers, M.C. 1998. ‘‘Successful knowledge management projects’’, Sloan Management Review, 39(2): 43-57.
[10] Day, J. and Wendler, J. 1998.”Best practice and beyond: knowledge strategies”, The McKinsey Quality, 1: 19-25.
[11] Disterer, G.,(2002), “ Management of project knowledge and experiences”, Journal of knowledge management, 6(5), 512-520.
[12] Ebgu, C.O. 2004. ‘‘Managing knowledge and intellectual capital for improved organizational innovations in the construction industry: an examination of critical success factors’’, Engineering, Construction and Architectural Management, 11(5): 301-315.
[13] Gupta, A.K. and Govindarajan, V. 2000, “Knowledge flows between multinational corporations”, Strategic Management Journal, 21(4): 473-96.
[14] Hassanali, F., 2002. "Critical Success Factors of Knowledge Management", available from:
[15] Hatchuel, A., 2000. “Intervention Research and the Production of Knowledge”, Cow Up tree, L. Group, ed., INRA, Paris, 55-68.
[16] Holsapple, C.W. and Joshi, K.D. 2001. ‘‘Organizational knowledge resources’’, Decision Support Systems, 31(1): 39-54.
[17] Holsapple, C. W. and Joshi, K. D. 2000. "An investigation of factors that influence the management of knowledge in organizations", Journal of Strategic Information Systems, 9 (2-3): 235- 61.
[18] Hung, Y.-C., Huang, S.M., Lin, Q.P. and Tsai, M.L. 2005. ‘‘Critical factors in adopting a knowledge management system for pharmaceutical industry’’, Industrial Management & Data Systems, 105(2): 164-83.
[19] Jafari, M., Akhavan, P. and Rezaee Nour, J. 2007. "Knowledge management in Iran aerospace industries: a study on critical factor”, Artifact Engineering and Aerospace Technology: An International Journal, 79(4): 375-389.
[20] J.E. Carrillo, R.M. Franza, 2006. “Investing in product development
and production capabilities: the crucial linkage between timeto-
market and ramp-up time” European Journal of Operational Research, 171(2): 536–556.
[21] Kane, A.A., Argote, L. and Levine, J.M. 2005. “Knowledge transfer between groups via personnel rotation: effects of social identity and knowledge quality”, Organizational Behaviour and Human Decision Processes, 96(1): 56-71.
[22] Katz, R., 1982. “The effects of Group Longevity on Project Communication and Performance” Administrative Science Quarterly, 27(1): 81-104
[23] Kazemi M., and Zafar Allahyari M., 2010. “Defining a knowledge management conceptual model by using MADM “Journal of Knowledge Management, 14(6): 872-890.
[24] Konrad Group,1989. “The invisible balance sheet”, Amazon.
[25] Koners, U. and Goffin, K. 2007a. “Learning from postproject reviews: a cross-case analysis”, Journal of Product Innovation Management, 24(3): 242-58.
[26] Koners, U. and Goffin, K. 2007b. “Manager’s perceptions of learning in newproduct development”, International Journal of Operations & Production Management, 27(1): 49-68.
[27] Kotnour, T. 2000. “Organizational learning practices in the project management environment”, International Journal of Quality & Reliability Management, 17(4-5): 393-406.
International Journal of Science and Engineering Investigations, Volume 4, Issue 46, November 2015 109 Paper ID: 44615-19
ISSN: 2251-8843
[28] Krogh, G.V., 1998. "Care in knowledge creation", California Management Review, 40(3): 133-153.
[29] Leibowitz, J. 1999. ‘‘Key ingredients to the success of an organization’s knowledge management strategy’’, Knowledge and Process Management, 6(1): 37-40.
[30] Liu, H., and Liu, Z. (2009), “ Conceptual framework and key issues of project management based on knowledge management”, International Conference on Management and Service Science”.
[31] Long, D.D. 1997. ‘‘Building the knowledge-based organizations: how culture drives knowledge behaviors’’, working paper, Center for Business Innovation, Ernst & Young LLP, Cambridge, MA.
[32] Madani, F., 2013 “Embedding knowledge management to project management standard (PMBOK)”, Proceeding of PICMET 13: Tchnology Management for Emerging Technologies
[33] Massey, A.P., Montoya-Weiss, M.M. and O’Driscoll, T.M. 2002. ‘‘Knowledge management in pursuit of performance: insights from Nortel networks’’, MIS Quarterly, 26(3): 269-89.
[34] Nonaka, I. and Takeuchi, H. 1995. The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York, NY.
[35] Oluikpe, P., Sohail, M., and Odhiambo, F. (2010), “towards a framework for knowledge management in project management”, International Journal of knowledge management studies, 4(1), pp.18-
[36] Osterloh, M. and Frey, B.S. 2000. ‘‘Motivation, knowledge transfer, and organizational form’ ’Organization Science, 11(5): 538-50.
[37] Pieris, C., David, L. and William, M. 2003. ‘‘Excellence in knowledge management: an empirical study to identify critical factors and performance measures’’, Measuring Business Excellence, 7(2): 29-45.
[38] Project Management Institute. 2013. “A Guide to the Project Management Body of Knowledge” American National Standard Institute (ANSI).
[39] Reich H.B., Gemino A., Sauer, C., 2011. “Knowledge management and project-based knowledge in it projects: A model and preliminary empirical results” International Journal of Project Management, 30(6): 663-674.
[40] Ruppel, C.P. and Harrington, S.J. 2001. ‘‘Sharing knowledge through intranets: a study of organizational culture and intranet implementation’ ’, IEEE Transactions on Professional
Communication, 44 (1): 37-52.

Thank you for copying data from