Abstract
In this paper we review several issues associated with post project review and dissemination of knowledge in information technology projects. We reflect on our practice of coaching project teams. In identifying the role of social pressure in forming teams’ perception of their performance, we suggest what could potentially be an interesting and fruitful avenue of future research on an approach to post project review and dissemination of knowledge in organizations.
Similar content being viewed by others
References
Andersen ES, Grude KV, Haug T, Katagiri M and Turner JR (2004) Goal Directed Project Management, 3rd edn, Kogan Page, London.
Argyris C (1982) Reasoning, Learning, and Action: Individual and Organizational, 1st edn, Jossey-Bass, San Francisco.
Argyris C (1993) Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change, 1st edn, Jossey-Bass, San Francisco.
Argyris C and Schön DA (1978) Organizational Learning Addison-Wesley, Reading.
Baker AC, Jensen PJ and Kolb DA (2005) Conversation as experiential learning. Management Learning 36 (4), 411–427.
Berends H (2005) Exploring knowledge sharing: moves, problem solving and justification. Knowledge Management Research & Practice 3 (2), 97–105.
Berger PL and Luckmann T (1966) The Social Construction of Reality: A Treatise in the Sociology of Knowledge. Doubleday, Garden City, NY.
Bligh MC, Pearce CL and Kohles JC (2006) The importance of self- and shared leadership in team based knowledge work. Journal of Managerial Psychology 21 (4), 296–318.
Boje DM (1991) Consulting and change in the storytelling organisation. Journal of Organizational Change Management 4 (3), 7–17.
Boyatzis RE (2006) An overview of intentional change from a complexity perspective. Journal of Management Development 25 (7), 607–623.
Brown JS and Duguid P (1991) Organizational learning and communities-of-practice: toward a unified view of working, learning, and innovating. Organization Science 2 (1), 40–57.
Brown JS and Duguid P (2001) Knowledge and organization: a social-practice perspective. Organization Science 12 (2), 198–213.
Cooke NJ, Salas E, Cannon-Bowers JA and Stout R (2000) Measuring team knowledge. Human Factors 42, 151–173.
Edmondson AC (2003) Framing for learning: lessons in successful technology implementation. California Management Review 45 (2), 34–54.
Fichman RG, Keil M and Tiwana A (2005) Beyond valuation: ‘Options Thinking’ in IT project management. California Management Review 47 (2), 74–96.
Gallivan MJ and Keil M (2003) The user–developer communication process: a critical case study. Information Systems Journal 13 (1), 37–68.
Guba EG and Lincoln YS (1989) Fourth Generation Evaluation. Sage Publications, Newbury Park, CA.
Hackman JR and Wageman R (2005) A theory of team coaching. Academy of Management Review 30 (2), 269–287.
Higgins ET (1987) Self discrepancy: a theory relating self and affect. Psychological Review 94, 319–340.
Huber GP (1991) Organizational learning: the contributing processes and the literatures. Organization Science 2 (1), 88–115.
Jabri M (2004) Team feedback based on dialogue: implications for change management. Journal of Management Development 23 (2), 141–151.
Katz ML and Shapiro C (1986) Technology adoption in the presence of network externalities. Journal of Political Economy 94 (4), 822–841.
Kauffman RJ, McAndrews J and Wang Y (2000) Opening the ‘Black Box’ of network externalities in network adoption. Information Systems Research 11 (1), 61–82.
Keegan A and Turner JR (2001) Quantity versus quality in project-based learning practices. Management Learning 32 (1), 77–98.
Klein JH (2008) Some directions for research in knowledge sharing. Knowledge Management Research & Practice 6, 41–46.
Kliem RL (2004) Leading High Performance Projects. J. Ross Pub, Boca Raton.
Komaki JL, Desselles ML and Bowman ED (1989) Definitely not a breeze: extending an operant model of effective supervision to teams. Journal of Applied Psychology 74 (3), 522–529.
Koners U and Goffin K (2007) Learning from postproject reviews: a cross-case analysis. Journal of Product Innovation Management 24 (3), 242–258.
Kotnour T (1999) A learning framework for project management. Project Management Journal 30 (2), 32–38.
Lewis JP (2003) The Project Manager's Pocket Survival Guide. McGraw-Hill, New York.
Lingham T (2004) Developing a measure of conversational learning in work teams. Unpublished Doctoral Dissertation, Case Western Reserve University, Cleveland, OH.
Marsh SJ and Stock GN (2006) Creating dynamic capability: the role of intertemporal integration, knowledge retention, and interpretation. Journal of Product Innovation Management 23 (5), 422–436.
McLeod J (2003) An Introduction to Counselling, 3rd edn, Open University Press, Maidenhead.
Newell S, Bresnen M, Edelman L, Scarbrough H and Swan J (2006) Sharing knowledge across projects: limits to ICT-led project review practices. Management Learning 37 (2), 167–185.
Pearce CL (2004) The future of leadership: combining vertical and shared leadership to transform knowledge work. Academy of Management Executive 18 (1), 47–57.
Pearce CL, Conger JA and Locke EA (2007) Shared leadership theory. Leadership Quarterly 18 (3), 281–288.
Pels D (1996) The politics of symmetry. Social Studies of Science 26 (2), 277–304.
Peppard J and Ward J (2005) Unlocking sustained business value from IT investments. California Management Review 48 (1), 52–70.
Pinch TJ and Bijker WE (1984) The social construction of facts and artefacts: or how the sociology of science and the sociology of technology might benefit each other. Social Studies of Science 14 (3), 399–441.
Schein EH (1993) Legitimating clinical research in the study of organizational culture. Journal of Counseling & Development 71 (6), 703–708.
Schein EH (1995) Process consultation, action research and clinical inquiry: are they the same? Journal of Managerial Psychology 10 (6), 14–19.
Schon DA (1983) The Reflective Practitioner: How Professionals Think in Action. Basic Books, New York.
Schutz A (1962) Common–sense and scientific interpretation of human action. In Collected Papers 1: The Problem of Social Reality (Natanson M, Ed.), pp 3–47, Martinus Nijhoff: The Hague.
Smith HJ and Keil M (2003) The reluctance to report bad news on troubled software projects: a theoretical model. Information Systems Journal 13 (1), 69–95.
Smith-Doerr L, Manev IM and Rizova P (2004) The meaning of success: network position and the social construction of project outcomes in an RandD lab. Journal of Engineering & Technology Management 21 (1), 51–80.
Tuckman BW and Jensen MAC (1977) Stages of small-group development revisited. Group & Organization Studies 2 (4), 419–427.
Turner JR (1999) The Handbook of Project-Based Management: Improving the Processes for Achieving Strategic Objectives, 2nd edn, McGraw-Hill, London.
Turner JR (2003) People in Project Management. Gower, Aldershot.
Turner JR (2004) Five necessary conditions for project success. International Journal of Project Management 22 (5), 349–351.
Weick KE (1995) Sensemaking in Organizations. Sage Publications, Thousand Oaks.
Weiser M and Morrison J (1998) Project memory: information management for project teams. Journal of Management Information Systems 14 (4), 149–166.
Williams T (2007) Post-project reviews to gain effective lessons learned. PM Network 21 (4), 75–75.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Rezania, D., Lingham, T. Towards a method to disseminate knowledge from the post project review. Knowl Manage Res Pract 7, 172–177 (2009). https://doi.org/10.1057/kmrp.2009.9
Received:
Revised:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1057/kmrp.2009.9