Evaluating Impact of Knowledge Capture and Sharing on the Project Planning. Case: NGO

Forschungsarbeit , 2014 , 70 Seiten , Note: B+

BWL - Unternehmensführung, Management, Organisation

The objective of the research is to find if there is any impact of knowledge capture and sharing on the project planning at Practical Action (Kenya). Knowledge capture and sharing are two important components of knowledge management. Knowledge management has many definitions and some of these are listed in the appendix. Knowledge capture is one of the elements of knowledge management where the knowledge from the organization or from outside the organization is encapsulated in processes, tools or within the organizational resources to make it available to the rest of the organization. The knowledge sharing can happen when knowledge is captured successfully. Knowledge sharing is used to make sure that encapsulated knowledge is made available, shared, circulated or dispersed to be available at the right time to the right people. However, the attention deserved by knowledge capture and sharing in the development organizations is quite less. There are multiple reasons for this phenomenon. The one of the prominent reason is that ‘knowledge’ is not visible. Its intangible, it cannot be directly observed therefore, many organizations do not accept the importance of knowledge easily. The research subject has originated from the fact that knowledge capture and sharing has strong theoretical presence however, practical implications of it and swiftness in organizational decisions making regarding knowledge management lack noticeably. Project management is more adapted science. Whereas, knowledge management is more spoken, written than practiced. Therefore, in the author’s view it will be useful to find a relationship of knowledge management with established discipline such as project management. Project management is undoubtedly backed by the literature and most importantly accomplished in the actual project implementations all over the world. However, both the sciences are vast, and one thesis will not justify the inter-relation between the two streams. Therefore, to have a definite focus to study this research is trying to find if there is any impact of knowledge capture and sharing on project planning (at Practical action, Kenya).
Practical action executes development projects. These are more complex and unpredictable at times as the actual executors of the projects are changing. For example, a project of ‘water irrigation’ will be consulted by the Practical Action consultant although is actually executed by the local farmer.

Inhaltsverzeichnis (Table of Contents)

• ACKNOWLEDGEMENTS
• EXECUTIVE SUMMARY
• INTRODUCTION
• LITERATURE REVIEW
  • Subject Background
  • Project Planning
  • Contextual Knowledge
  • Impact on Project Planning
  • Knowledge Capture
  • External and Tacit knowledge
  • Organization Culture and Rewards
• DATA AND METHODS
• ANALYSIS AND RESULT
  • Project planning
  • Knowledge Capture
  • Resources
  • Organization Culture
  • Senior Management
  • Knowledge sharing
  • Performance management
  • External knowledge
  • Sustainability
  • Knowledge Marketing
  • Knowledge Compartmentalization
  • Project monitoring and control
  • Organization processes
• DISCUSSION AND CONCLUSION
  • Summary
  • Practical Implications
  • Theoretical implications
  • Future Research
  • Limitations
  • Reflection
• REFERENCES
• APPENDIX

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This research examines the impact of knowledge capture and sharing on project planning within Practical Action (Kenya), a non-governmental organization operating in the development sector. The study utilizes grounded theory to explore this relationship. The research aims to understand the significance of knowledge capture and sharing in project management by analyzing its sub-categories. Key themes explored in this dissertation include:

• The role of knowledge management in project planning
• The impact of knowledge capture and sharing on project success
• The challenges and opportunities associated with knowledge management in a non-profit organization
• The relationship between organizational culture and knowledge management practices
• The importance of external knowledge sources in project planning

Zusammenfassung der Kapitel (Chapter Summaries)

The "Introduction" provides background information on the research subject. The "Literature Review" section presents the theoretical framework and relevant literature on project planning, knowledge management, and their intersection. The "Data and Methods" chapter outlines the data collection methods and research methodology employed in the study. The "Analysis and Result" chapter analyzes the data collected through interviews and examines the relationship between knowledge capture and sharing and project planning. Finally, the "Discussion and Conclusion" chapter discusses the implications and limitations of the research, highlighting practical and theoretical contributions.

Schlüsselwörter (Keywords)

This research focuses on the interplay between knowledge management and project planning within a non-profit organization. Key concepts include knowledge capture, knowledge sharing, project management, organizational culture, external knowledge, and sustainability. The study explores the practical implications of knowledge management practices for project success within the context of Practical Action (Kenya).

• Hochschule: University of Leicester
• Veranstaltung: MBA Information management
• Note: B+
• Autor: Sujata Rane (Autor:in)
• Erscheinungsjahr: 2014
• Seiten: 70
• Katalognummer: V296104
• ISBN (eBook): 9783656942962
• ISBN (Buch): 9783656942979
• Sprache: Englisch
• Schlagworte: evaluating, impact, knowledge, case