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Working around the Barriers to Creating and Sharing Knowledge in Capital Goods Projects: the Client's Perspective *
Author(s) -
Ivory Chris J.,
Alderman Neil,
Thwaites Alfred T.,
McLoughlin Ian P.,
Vaughan Roger
Publication year - 2007
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.2006.00495.x
Subject(s) - perspective (graphical) , context (archaeology) , knowledge management , knowledge sharing , task (project management) , business , core knowledge , capital (architecture) , public relations , marketing , sociology , computer science , management , political science , economics , history , archaeology , artificial intelligence
The article considers knowledge management issues from the client's perspective. In the example presented, a sludge treatment centre procured by Northumbrian Water Ltd (NWL), the task faced by the client was to manage knowledge in a context where the core technology being procured was new and resulted in the need for new knowledge to be created and shared both pre‐ and post‐delivery. In exploring these issues, the article reveals the problems of (and some solutions to) managing knowledge across the project life‐cycle and between different groups, where the motivation for generating and sharing knowledge was not the same for all participants.