Knowledge management in Australian defence projects
Date
2018
Authors
Chant, G.
Martin, C.
Wood, A.
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Rameezdeen, A.
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Book chapter
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Source details - Title: Perspectives in project management: a selection of masters degree research projects, 2018 / Rameezdeen, A. (ed./s), Ch.5, pp.89-106
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Abstract
This study investigates the inability of project team members to capture tacit knowledge and convert it into explicit knowledge. The practices of a range of Australian Defence companies was analysed to discover when, how and what information was gathered, whether they had management support and a knowledge vision, and whether they had a dedicated person who had responsibility for knowledge management. The investigation was conducted by means of a small-scale survey of elite respondents in the project management field. The key finding of this research was a common failure of the companies to convert more of their tacit information (conversations, phone calls and personal information)into explicit information. This conclusion is significant because most knowledge generated on projects is tacit, so if this knowledge is not converted to explicit knowledge, there is significant time wasting and expense incurred in having to re-solve a problem that was encountered and solved on a project previously, but was not documented.Chapter Six: The Influence of Procurement Practices
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Copyright 2018 by Anthony Wood, Raufdeen Rameezdeen and contributors