The number of project-based organizations is increasing every year; this increase indicates the need to understand the complexities and ascertain the best ways of managing them. In these organizations, where the multi-project complex environment is dominant, one of the main challenges is dealing with project interdependencies. Interdependency relationships among the projects can be better understood and managed if appropriate tools and techniques are used efficiently. Thus, the ultimate goal of this study is to investigate and evaluate the best methods practiced by project-based organizations to effectively manage the interdependencies among the projects and suggest a new approach to view and understand those relationships better. A number of past researches have emphasized that effective project interdependency management results in an increase of the project and portfolio success. This research examines and explainsthe impacts of knowledge creation and knowledge transfer on interdependency management and vice-versa, by reviewing the existing literature and collecting data through multi-method qualitative study. In addition, the role of visual interdependency management and visual knowledge management tools are analyzed and compared, with the purpose of filling the gaps in the currently available literature, and investigating their moderating effects on interdependency management. Previous studies have found supporting evidence for the impacts of project interdependency management, knowledge creation and knowledge transfer on project success and organizational performance. However, there is no research targeted on how project interdependencies interact with knowledge creation and knowledge transfer. In order to investigate these interactions four project-based organizations from IT, multinational event management and consulting areas are involved in the semi-structured interviews. Additionally, as a part of qualitative study, questionnaires were undertaken to get access to valuable insights into the project and portfolio managers’ experience in dealing with interdependencies among the projects in the selected cases. The study is explanatory, cross- sectional in nature and takes a mixed approach to theory. The findings showed the presence of mutual impacts between knowledge creation, knowledge transfer processes and project interdependencies. The results revealed that the visual knowledge management tools, which are employed for the knowledge management, are beneficial in terms of project interdependency management as well. The visual interdependency management tools that are separately discussed in the existing literature, were found to be suitable for the knowledge management practices. Thus, it was found reasonable to integrate the visual interdependency management tools into the knowledge management area. As a result, these tools altogether serve to the efficient project interdependency management and lead to more successful project outcomes, which affect the organization’s performance as well.

Throughout the 1960s and the early 1970s, almost all developing countries pursued an import substitution policy that sought to develop a domestic manufacturing sector. At the same time, these governments carried out nationalisation programmes based on the view that foreign ownership of industry and assets was a drain on their wealth and hindered the economic development of the nation. Some developing countries saw foreign investment as a continuation of their colonial past and wanted to move away from it. As a result, there was a natural dislike and distrust of foreign investment. However, in the last three decades there has been a sea change in government opinions regarding foreign investment, and now many countries are actively encouraging it. In fact, some governments have paid financial incentives reaching as much as US$150,000 per employee to foreign companies to attract them to their country. These financial incentives are paid on the basis that governments believe that inward investment has positive effects on the economy, the most important of which is transfer of technology. Through improved technology a country can significantly enhance its competitiveness in the global marketplace leading to increased economic growth. With economic growth countries can also improve their social indicators such as education, health etc. Therefore, technology transfer from inward investment is viewed as the catalyst to change within a country. Despite the widespread popularity of governments seeking to attract inward investment there is no conclusive evidence that it leads to positive spillover effects in the form of technology transfer. This study seeks to fill this gap in the current body of academic knowledge, using the case of a small resource abundant country with a low population, such as the UAE, using both qualitative and quantitative research methods. The primary data was obtained through a detailed questionnaire, and provides an in depth approach to understanding the issue of technology transfer for the UAE; while the secondary data, obtained from UNCTAD and the World Bank, is more macro level in nature. The macro level data indicate that certain factors in the UAE are conducive to technology transfer taking place. The primary data seek to interrogate this for the case study presented in this study. In doing so, the primary and secondary data sets are connected in so far as to provide cross reliability through the identification of commonalities and differences of results. This study aims to provide understanding on whether FDI does indeed lead to a transfer of technology from the overseas firm into the host country economy. Understanding such a link within an academic framework allows this study to arrive at relevant policy recommendations that can be taken up by policy makers in similar contexts. The prior literature has shown that FDI both flows into countries that have proven economic growth and that FDI leads to economic growth, and therefore these factors are interrelated. This study has found that FDI can play an important role in filling domestic gaps in investment and also spur economic growth. This study develops a simultaneous regression to test the existence of a joint relationship between economic growth, which is a proxy for technology transfer, and FDI. In the case of host country factors a linear regression model is developed and tested. At a more micro level this study examined the case of Tawazun Economic Council, a high technology organisation that operates within the aerospace and defence industry cluster, in order to understand whether its investments have led to any real impact as far as technology transfer is concerned. The Tawazun Economic Council is a project with a total investment of US$60 billion, and as such allows this research to capture the impact of technology transfer in an enhanced cluster that has aerospace and defence as its core theme. The aerospace and defence sectors have leading edge technology, and therefore a high probability of technology transfer taking place. Through a survey of senior managers within the organisation responsible for strategy development, this study also found that technology transfer has taken place due to the very sophisticated off-take contracts that have been negotiated with buyers and technology suppliers. However, none of these technologies have been applied outside their narrow aerospace and defence usage. In addition, if capital abundant countries wish to capitalise on the technology transfer benefits from FDI then, future government policies should seek to protect intellectual property rights. The novel contribution of this study is that it has identified factors that are important for technology transfer from FDI to take place in capital abundant countries that have a small population. As such, the research has not only increased the current body of knowledge in this area, but has sought to provide policy recommendations that could help in increasing the level of FDI-based technology transfer in developing countries, with a particular emphasis on capital abundant and low population countries.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Exxaro Resources is a diversified resources company with a commodity portfolio of coal, mineral sands, base metals and industrial minerals. Exxaro acquired Namakwa Sands in 2008 to increase its market share in the mineral sands industry and to exploit synergies within its mineral sands commodity business. Effective knowledge transfer was identified as an important lever to ensure return on investment with the Namakwa Sands acquisition. The objective of this research project was to follow an academic approach to design a theoretical framework for post-acquisition knowledge transfer to exploit synergies within the Exxaro Sands Commodity Business (CB). A qualitative theory building research method was followed to facilitate the research process and the development of the conceptual framework. Primary data was gathered by conducting interviews with role players within the organisation to understand knowledge transfer requirements and barriers within the Exxaro Sands CB. The interviews were also used to obtain insights into the building blocks of a knowledge sharing strategy and practical inputs on initiatives to implement such a strategy within Exxaro Sands operations. Key findings from the interviews, combined with insights from a comprehensive literature review and strategic analysis of the organisation, were used to compile a conceptual framework for post-acquisition knowledge transfer. The framework consists of the following six interrelated constructs: • Strategy and vision: Knowledge sharing objectives must be aligned with the strategy of the organisation and should be communicated in a compelling knowledge sharing vision. • Culture: A culture conducive to knowledge transfer is required to successfully implement a knowledge-sharing programme. Culture also creates the context for social interaction that enables post-acquisition integration. • Change management: Change management is required to communicate the background, methodology and potential benefits of a knowledge-sharing programme. • Knowledge sharing resources: Knowledge sharing resources are responsible for the execution of knowledge transfer activities. Optimum utilisation of organisational resources is required to ensure operational excellence. • Knowledge sharing processes: The processes construct stipulates how knowledge will be shared and is the key mechanism for facilitating, stimulating, measuring and reinforcing knowledge transfer within the organisation. The six steps identified for the Exxaro Sands knowledge sharing process include the identification, prioritisation and benchmarking of key performance indicators, detailed analysis of the gaps, identification of initiatives to close the gaps and ongoing monitoring to track progress. • Knowledge sharing systems: A range of tools, techniques and supporting infrastructure is required to facilitate the knowledge exchange process. The existence of knowledge sharing systems underpins knowledge sharing success, but cannot achieve the aims of knowledge sharing in isolation. This framework clearly illustrates that knowledge sharing is dependent on more than just the interaction between the holders and receivers of knowledge. A formal systematic process is required to derive maximum benefit. The conceptual framework developed in this study adds value by providing this process – customised for the requirements and context of the Exxaro Sands commodity business. It is important to implement this framework in a structured fashion to provide the objectives, guidelines and milestones required for an effective knowledge-sharing programme. / AFRIKAANSE OPSOMMING: Exxaro Resources is ‘n gediversifiseerde mynbou maatskappy met ‘n kommoditeitsportefeulje van steenkool, titanium sand, sink en industriële minerale. Exxaro het Namakwa Sands oorgeneem in 2008 om sy markaandeel in die titanium bedryf te vergroot en om waarde uit die sinergieë met ander besighede binne die titanium sand besigheidseenheid te put. Effektiewe kennisoordrag is geïdentifiseer as ‘n belangrike hefboom om waarde te ontsluit na die oorname. Die doel van hierdie navorsingsprojek was om ‘n akademiese benadering te volg om ‘n teoretiese raamwerk te skep vir kennisoordrag wat maksimum waarde kan ontsluit binne die Exxaro Sands Kommoditeit Besigheid. Die gekose navorsingsmetodiek was kwalitatiewe teorie bou. Dit is gebruik om beide die navorsingsproses te fasiliteer en om die konsepsuele raamwerk te ontwikkel. Primêre data is ingesamel deur onderhoude te voer met belangrike rolspelers in die organisasie, wat lig gewerp het op kennisoordrag-vereistes en struikelblokke. Die onderhoude het ook die hoeksteen gevorm vir die kennisoordrag-strategie, en het praktiese insette gelewer oor hoe om die strategie te implementeer by Exxaro Sands. Kritiese bevindinge van die onderhoude, saam met insig uit ‘n omvattende literatuurstudie en strategiese analise van die besigheid is gebruik om die raamwerk vir kennisoordrag te ontwikkel. Die raamwerk bestaan uit die volgende ses interafhanklike afdelings: • Strategie en visie: Doelwitte vir kennisoordrag moet belyn wees met die besigheidstrategie en moet gekommunikeer word deur middel van ‘n aangrypende kennisoordrag visie. • Kultuur: ‘n Kultuur wat kennisdeling onderskraag word benodig om ‘n kennisoordrag-program suksesvol te implementeer. Kultuur skep ook die konteks vir sosiale interaksie wat integrasie van die verskillende besighede aanhelp na ‘n oorname. • Bestuur van verandering: Die bestuur van verandering is onontbeerlik om die agtergrond, metodiek en moontlike voordele van kennisoordrag-programme effektief te kommunikeer. • Kennisoordrag hulpbronne: Kennisoordrag hulpbronne word benodig om die kennisoordrag aktiwiteite uit te voer. Die optimale gebruik van hierdie hulpbronne is noodsaaklik om operasionele voortreflikheid te verseker. • Kennisoordrag prosesse: Die kennisoordrag prosesse dui aan hoe kennis oorgedra sal word en is van kritiese belang vir die fasilitering, stimulasie, meting en versterking van kennisoordrag. Daar is ses stappe geïdentifiseer in die proses, naamlik identifisering, prioritisering en “benchmarking” van sleutel besigheidsdrywers, ‘n analise van die gapings, identifisering van aksies wat die gapings kan uitwis en monitering van inisiatiewe. vii • Kennisoordrag stelsels: ‘n Versameling gereedskapstukke, tegnieke en ondersteunende infrastruktuur word benodig om die kennisoordrag-prosesse te ondersteun. Alhoewel die stelsels die prosesse onderskraag kan dit kennisoordrag nie in isolasie laat plaasvind nie. Die raamwerk illustreer dat kennisoordrag binne en tussen organisasies afhanklik is van veel meer as net die interaksie tussen die houers en ontvangers van kennis. ‘n Formele, sistematiese benadering word benodig om maksimum waarde te ontsluit. Die konseptuele raamwerk wat in hierdie studie ontwikkel is verskaf hierdie benadering, en is doelgerig vir die gebruik en konteks binne die Exxaro Sands Kommoditeit Besigheid. ‘n Gestruktureerde implementeringsproses word benodig om te verseker dat die doelwitte, riglyne en mylpale vir effektiewe kennisoordrag bereik word.

Enligt det kunskapsbaserade perspektivet är kunskap organisationens viktigaste resurs. Inom dagens organisationer har olika enheter möjligheter att lära av varandra och dra nytta av den kunskapsmängd som genereras internt. För att detta ska lyckas krävs effektiva och utvecklade processer för kunskapsöverföring. I den genomförda studien undersöks hur kunskap överförs mellan systemutvecklingsteam under ett skifte från en vattenfallsmetodik till en agil metodik på företaget Folksam. Uppsatsen syftar även till att besvara vilka faktorer som främjar och hindrar kunskapsöverföring under ett metodikskifte. Med anledning av att allt fler organisationer övergår till en agil projektmetodik samt att forskningen inom den studerade kontexten är begränsad, anses en studie inom området väl motiverad. Studiens teoretiska ramverk tar sin utgångspunkt i kunskapsbegreppet där en diskussion kring de två dominerande kunskapsepistemologierna mynnar ut i uppsatsens förståelse för kunskapsbegreppet. Vidare diskuteras hur kunskapsöverföring kan förstås genom modifiering och förflyttning av kunskapsreservoarer, vilka utgörs av organisationens individer, verktyg och aktiviteter. Ramverket inkluderar också teorier rörande faktorer som påverkar kunskapsöverföring. Den insamlade empirin består huvudsakligen av intervjuer och observationer och visar att kunskapsöverföring mellan team sker i relativt liten utsträckning samt att de tillfällen då kunskap har överförts till stor del organiserats av de agila coacher som Folksam har konsulterat. Kunskapsöverföring främjas på grund av den liknande teamkontexten och på grund av den kunskapsstruktur som den agila metodiken medför, men hindras i och med att teamen inte är motiverade till eller inser värdet av kunskapsöverföring, vilket har sin grund i att teamen har kommit olika långt i övergången till den nya metodiken. / According to the knowledge-based view of the firm, knowledge is an organizations’ most important resource. In today’s organizations, different units have the opportunity to learn from each other and make use of the knowledge that is being generated internally. However, in order for this to succeed there is a need for effective and well-developed processes for the transfer of knowledge. In the performed study, research has been done on how knowledge is transferred between system development teams during a shift from a waterfall methodology to an agile methodology at the company Folksam. The paper also aims to answer what factors that facilitate and what factors that impede knowledge transfer during a methodology shift. As an increasing numbers of organizations change to an agile methodology and previous research within the specific context is limited, a study within the area is well motivated. The theoretical framework is based on the concept of knowledge itself where a discussion of the two dominating epistemological perspectives is concluded in the thesis understanding of knowledge. Further, knowledge transfer is being defined as either a modification or transfer of knowledge reservoirs, comprised by the organization’s individuals, tools and activities and in which knowledge is embedded. The theoretical framework also includes factors influencing knowledge transfer. The empirical foundation consists mainly of interviews and observations and shows that inter-team knowledge transfer is limited, and that the occasions where transfer does take place are generally organized by the agile coaches consulted by Folksam. When knowledge transfer takes place it is facilitated by the similar team context and by the knowledge structure entailed by the agile methodology, but impeded by the team members not being motivated or able to realize the benefits with knowledge transfer, which is rooted in the teams being in different stages of the transition to the new methodology.

本研究主要探討企業如何透過組織間跨疆域知識移轉，強化組織的核心能耐。其研究方法採行質化研究，以統一超商公司為研究對象，透過深度訪談，詳盡報導統一超商跨疆域知識移轉的活動與過程，並結合文獻探討以及研究者個人理解，發展十三個命題。主要研究結論如下： (1) 知識特性與移轉模式的關係 經營知識可依內隱性與地區鑲嵌性劃分四個知識群組。知識的內隱性影響移轉媒介，內隱程度高者以人員為主；反之以物件為主。知識的地區鑲嵌程度則影響移轉深度，地區鑲嵌程度較低，知識提供者同時移轉知識架構與知識內容；反之，知識提供者移轉知識架構，知識接受者建構知識內容。 (2) 移轉雙方特質與移轉模式的關係 知識提供者與接受者的目標結合程度會影響知識移轉的涉入程度。當目標結合程度愈高，知識移轉的內容愈具廣度與深度、互動頻率愈高、移轉機制愈多元且參與成員體系愈龐大，愈有利於移轉內隱知識，亦愈需要設置知識移轉的統籌窗口，負責最新營運情報的即時傳遞、個別移轉專案的協調整合、建立知識移轉之責任分工體系與推動計劃性移轉機制。 知識接受者的先前基礎會影響知識的移轉順序。當知識接受者不具先前基礎，知識提供者移轉各項核心營業活動的入門知識。當知識接受者具備先前基礎，知識移轉涉及組織改變，優先移轉快速展現績效的經營知識；又先移轉後勤支援系統，後移轉核心營業活動。 (3) 跨疆域知識移轉之本土化調適 針對外部機構配合問題，可利用知識提供者原有網絡關係加以調適；針對社會型態與消費習慣迥異問題，可透過知識接受者觀摩民情風俗較為相近的第三國做法加以調適。此外，知識接受者可透過內化、共同化、外化與結合之知識螺旋循環，在知識提供者的知識架構下，自行建構與當地社會情境鑲嵌的知識內容。

<p>It has been stated in many studies that MNCs are in the position of transferring and combining market knowledge and by doing so are creating a competitive edge on national firms. In addition, research has also pointed out the expatriates as one of the most important vehicles for transporting this knowledge. However, recent studies have indicated that there is a gap between what the expatriate learn and what their organization as a whole learn from the expatriates’ international assignments. This study therefore investigates if Nordic MNC’s use mechanisms to assimilate the knowledge expatriates have gained on their international assignments. The findings from 39 Large Cap companies indicate that the participating MNCs do not use mechanisms of knowledge assimilation in any wider sense. Formal methods of sharing knowledge, for example through reports, seminars or IT systems were not common in the studied MNCs nor were informal mechanisms such as fostering a common knowledge sharing vision within the MNC. The findings suggest that the most commonly used methods of assimilating repatriate knowledge are informal in forms of assigning the repatriates to positions that take advantage of their international knowledge and by using different forms of mentoring systems.</p>

<p>Background</p><p>The importance of Enterprise Resource Planning (ERP) systems is that they redesign organizational processes and structure. The new knowledge embedded in the ERP systems induces substantial changes in the businesses which adopt ERP systems. Furthermore, ERP implementations are socially complex and knowledge-intensive activities as several companies may be involved in a single ERP project and intensive knowledge transfer among these companies is vital for the success of the implementation projects.</p><p>Purpose</p><p>To date limited amount of research has been performed in the area of knowledge transfer in ERP implementations. My study answered the following questions:</p><p>1. What is the effect of the transfer of knowledge that is associated with ERP implementations?</p><p>2. What (if any) knowledge transfer barriers have been identified during the ERP implementation process?</p><p>3. What types of activities did the firms initiate to enable the knowledge transfer during the ERP implementation process?</p><p>Method</p><p>My research consisted of theoretical and empirical parts. Theoretical part entailed a thorough review of current literature on the ERP systems and knowledge management. Adopting a phenomenological approach I next collected the primary data through interviews and surveys with experts in the ERP implementation projects.</p><p>Results</p><p>I have described the area of knowledge transfer within ERP implementation projects and identified connections between ERP implementations and organizational learning. I have also uncovered and analyzed the origins of a number of factors that potentially inhibit or enable the knowledge transfer within implementation projects. I was able to connect the theoretical part of the thesis with empirical data and gained a comprehensive understanding of the phenomena at hand. Major barriers to the knowledge transfer stem from the tacit nature of the knowledge itself and the lack of social relationships within the various stakeholders. Activities organizations engage in are ‘knowledge conversion’ and relationships facilitation within the project team.</p>

<p> </p><p> </p><p> </p><p> </p><p> </p><p><strong>Abstract</strong></p><p><strong>Problem: </strong>The desire for development in less privileged countries like Uganda has created the need for the privileged countries like Sweden to embark on external knowledge transfer through different projects, as one of the objectives to achieve development. However, some factors tend to limit the success of this external knowledge transfer process.<strong> </strong></p><p><strong>Purpose: </strong>The purpose of this research is to find out the factors that lead to the barriers and limitations of knowledge transfer in development projects. Since there are differences in objectives between nonprofit and profit making projects, the research is also aimed at highlighting the extent to which the affecting factors hinder the achievement of objectives and goals. <strong> </strong></p><p><strong>Method: </strong>Qualitative methods were used in this research. Telephone interviews were conducted after sending questionnaires to four respondents from different organizations that were actively involved in the projects. In order to have balanced results, two respondents each from Uganda and Sweden were interviewed. Trustworthiness and ethical issues were put into consideration while conducting the interviews, in a bid to create a desirable atmosphere for conducting the study.<strong> </strong></p><p><strong>Result: </strong>External knowledge transfer is affected by factors like culture, individual factors, and knowledge management factors. Apart from the mentioned factors, research found that instead of organizational factors that would affect profit making projects to a greater extent, factors like the political will, ownership and local needs are the ones that affect development projects.</p><p><strong>Conclusion: </strong>The factors that affect the external knowledge transfer process are to a greater extent human, and are controllable. In development projects, the recipient country should identify the needs that would initiate the external knowledge transfer process. Most of the affecting factors would be controlled through building of relationships and strong ties, local ownership, and political considerations. All this put into consideration, external knowledge transfer between developed and developing countries stand a high chance to succeed.</p><p> </p><p> </p><p> </p><p> </p>

The following case study aims to explore the knowledge transfer and its implications in the context of a soft service firm. The complexity of knowledge itself and the knowledge transfer process in service firms brings new challenges. The phenomenon was investigated by the application of grounded theory. Interviews were conducted with employees at a company present in the Quick Service Restaurant segment. It resulted in several findings that were not reported by previous literature. Firstly, within the case company there was multiple formal networks that circulate separately, except for interconnections through the restaurant managers. Within the organization personal relationships proved to be the most important factor for knowledge sharing. Secondly, within a large franchise network, an actor might take the role of knowledge creator due to its size and influence the other franchises in the network. Thirdly, knowledge transfer, implementation and innovation are hindered when work environment is characterized by stress and high pressure to perform. Fourthly, communication improves operation efficiency and employee motivation. This study provides navigations to future research and can be used as guidance in regard to knowledge transfer for practitioners, managers or other interested.

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