Technology-based vs. face-to-face interaction for knowledge sharing in the project teams

Q3 Business, Management and Accounting

International Journal of Project Organisation and Management Pub Date : 2019-10-11 DOI:10.1504/ijpom.2019.10024599

Abobakr Aljuwaiber

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引用次数: 4

Abstract

Knowledge sharing is indispensable for business organisations. The construction industry is one of the sectors in which intensive knowledge is spread across project-based teams. This study sheds light on which method is better for knowledge sharing within construction organisations: technology-based or face-to-face meetings. This research aims to understand organisational knowledge sharing by identifying and exploring the motivations and consequences of using face-to-face interaction vs. technology-based communication in project-based teams. This was undertaken through a qualitative case study with 15 employees of a large construction organisation. A qualitative analysis revealed four main factors related to worth adding a technology-based to face-to-face communication: the use of multiple communication strategies for knowledge sharing, whether sharing of all information via technology is allowed, legal restrictions, and limits on face-to-face communication due to work pressures. These findings contribute to the existing literature by identifying barriers and preferences regarding tools for sharing knowledge in a construction firm.

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基于技术的vs.面对面的项目团队知识共享交互

知识共享对商业组织来说是不可或缺的。建筑行业是在基于项目的团队中传播密集知识的行业之一。这项研究揭示了哪种方法更有利于建筑组织内部的知识共享:基于技术的会议还是面对面的会议。本研究旨在通过识别和探索在基于项目的团队中使用面对面互动与基于技术的沟通的动机和后果来理解组织知识共享。这是通过对一家大型建筑组织的15名员工进行定性案例研究进行的。一项定性分析揭示了四个主要因素:使用多种沟通策略进行知识共享，是否允许通过技术共享所有信息，法律限制，以及由于工作压力对面对面沟通的限制。这些发现通过确定在建筑公司中共享知识的工具的障碍和偏好，对现有文献做出了贡献。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

International Journal of Project Organisation and Management Business, Management and Accounting-Strategy and Management

CiteScore

1.30

自引率

0.00%

发文量

期刊介绍： The aim of IJPOM is to attract contributions, and especially case studies, from a wide spectrum of academics and practitioners. As managers and business schools are increasingly placing increasing emphasis on strategy implementation issues, a project management approach will undoubtedly become more compelling and thus more acceptable in a wide range of fields. Readership IJPOM''s readership will come from professionals and managers dealing with project management on a daily basis. It also includes academics and researchers from various fields (business administration, economics and social sciences) concerned with the topic as well as policy makers and project planners in the field of business, commerce and industry. Contents IJPOM publishes original, theoretical, conceptual and empirical papers on a wide range of issues about project management. It also includes best practice examples as well as technical reports on the latest project management tools. Topics covered include Pre-project activities Project proposals/initial analysis, conception/design, management models Post-deployment review/documentation Engineering, production, service, construction projects Public sector programmes/campaigns, public/private sector partnerships Consultancy projects, public relations campaigns Mergers/acquisitions, outsourcing, alliances Particular events, humanitarian aid programmes, disasters projects Virtual projects, web-based PM, open-ended projects Communication/collaboration, negotiation skills, risk assessment/management Current/emerging standards, facilities/equipment support, quality assurance/testing Goals/objectives setting, budgeting, time/cost estimating HRM challenges, staffing, organisation change projects Opportunity management, marketing/branding strategies, measurement/metrics Project coordination/scheduling/governance, knowledge management.