Exploring the performance of transnational projects : shared knowledge, coordination and communication
By: ADENFELT, Maria
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ArticlePublisher: Oxford : Elsevier, aug. 2010Subject(s): Avaliação de Desempenho | Gestão de Projetos | Segundo Setor | Oficina de TrabalhoInternational Journal of Project Management 28, 6, p. 529-538Abstract: In this paper, the discussion on transnational project performance is linked to knowledge sharing. The aim is to enhance our knowledge of how knowledge sharing affects transnational project performance. Using case study data, derived from a transnational project assigned with the task of developing a transnational product, show that transnational project performance was hampered by communication and coordination difficulties. The findings show how (1) the double meaning of knowledge sharing and (2) the organizational context as setting the boundaries for project management in practice are related to transnational project performance
In this paper, the discussion on transnational project performance is linked to knowledge sharing. The aim is to enhance our knowledge of how knowledge sharing affects transnational project performance. Using case study data, derived from a transnational project assigned with the task of developing a transnational product, show that transnational project performance was hampered by communication and coordination difficulties. The findings show how (1) the double meaning of knowledge sharing and (2) the organizational context as setting the boundaries for project management in practice are related to transnational project performance
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