Individual, project and organizational learning flows within a global project-based organization: exploring what, how and who
| Autor: | Michelle Smidt, Artemis Chang, Anna Wiewiora |
|---|---|
| Rok vydání: | 2020 |
| Předmět: |
Knowledge management
business.industry media_common.quotation_subject 05 social sciences 0211 other engineering and technologies Temporality 02 engineering and technology Coaching Politics Management of Technology and Innovation 021105 building & construction 0502 economics and business Organizational learning Workforce Organizational structure Sociology Business and International Management Project management office business Empowerment 050203 business & management media_common |
| Zdroj: | International Journal of Project Management. 38:201-214 |
| ISSN: | 0263-7863 |
| DOI: | 10.1016/j.ijproman.2020.03.005 |
| Popis: | Project learning is a function of individuals’ internal cognitive processes, interpretation and integration of learning at the team and project level, and the organization's ability to institutionalize learning into practices. However, understanding of how learning unfolds between these levels remains limited. Using a single in-depth case study, this paper reports on how learning occurs between levels in a global project-based organization (PBO). Six bridging mechanisms are identified: (1) networks, (2) organizational initiatives, (3) power and politics, (4) coaching and mentoring, (5) culture of empowerment, and (6) temporality. The temporal nature of the projects paired with the global context offers the opportunity for a stable workforce to be deployed across geographical regions to form formal and informal networks that offer a parallel organizational structure for multilevel learning. Project managers (PMs), senior leaders and the project management office (PMO) engage differently in the learning process, depending on their degree of connectivity and power within the global organization. |
| Databáze: | OpenAIRE |
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