The goal of this study is to describe and analyse the knowledge management and sharing in a project team. The brief results of the study showed that the investigated project team at Ericsson manages knowledge gained from their project within knowledge management systems. However, the practices used by the project team in order to manage knowledge have risks of inefficiency. The major shortcomings in project knowledge management were noticed in knowledge presentation, validation and distribution process. The main source for sharing knowledge within the project team is through project meetings before, during and after the completion of project apart from Scrum meetings, communities of practice, and pair programming. Additionally, the project specific factors showed their potential to really influence the knowledge sharing within the project team.

The main aim of this research is to investigate how elements of the dynamic and temporary team environment of construction project teams influence trust, commitment, satisfaction and learning in the teams. While much can be learnt from the current literature about teams, the theories have mainly derived and focused on teams from permanent environments such as manufacturing, hospitality, health care, education and technology sectors. The uniqueness of construction project teams (for example, temporariness and multi-organisations involvement) creates a team working environment different from common permanent work teams. As such, numerous questions arise when we consider how construction project teams function and how the members are influenced by the temporary and dynamic team environment. For example, how do the project team members establish trust and commitment in the project team environment? How does the interdependency on each other to accomplish their assigned tasks influence individual members?? attitudes and learning in the project teams? The research adopted a cross-sectional mixed method research design employing both quantitative and qualitative methods of data collection in Singapore construction industry. The quantitative method involved survey questionnaires collected from 136 construction practitioners from 47 project teams. The qualitative method involved in-depth interviews with 28 construction practitioners. Quantitative statistical analysis was performed on the survey data using Statistical Package for Social Scientists (SPSS) and qualitative thematic analysis was performed on the interview data using computer-assisted qualitative data analysis software - NVivo. Amongst other things the research findings indicated that individual team members?? perceived task interdependence and reward interdependence are positively related to their trust and commitment in the team. Additionally, their satisfaction in the team played a mediating role between the relationships. With respect to team learning, the research found that team goals, task interdependence and reward interdependence influence team learning, and team learning contributes to the performance of project teams. On a broad view, the circumstances in which how team members?? trust, commitment, satisfaction and team learning are influenced appear to be similar with other work teams. However, in-depth interviews with construction professionals revealed many complex and subtle factors relating specifically to construction project teams, such as, multi-projects and multi-organisations involvement, and degree of familiarity between the members before the team is set up. These factors are central to the team members. In conclusion, this study has brought insights into how temporary construction project team environment influence members?? team attitudes and team learning experience.

The main aim of this research is to investigate how elements of the dynamic and temporary team environment of construction project teams influence trust, commitment, satisfaction and learning in the teams. While much can be learnt from the current literature about teams, the theories have mainly derived and focused on teams from permanent environments such as manufacturing, hospitality, health care, education and technology sectors. The uniqueness of construction project teams (for example, temporariness and multi-organisations involvement) creates a team working environment different from common permanent work teams. As such, numerous questions arise when we consider how construction project teams function and how the members are influenced by the temporary and dynamic team environment. For example, how do the project team members establish trust and commitment in the project team environment? How does the interdependency on each other to accomplish their assigned tasks influence individual members?? attitudes and learning in the project teams? The research adopted a cross-sectional mixed method research design employing both quantitative and qualitative methods of data collection in Singapore construction industry. The quantitative method involved survey questionnaires collected from 136 construction practitioners from 47 project teams. The qualitative method involved in-depth interviews with 28 construction practitioners. Quantitative statistical analysis was performed on the survey data using Statistical Package for Social Scientists (SPSS) and qualitative thematic analysis was performed on the interview data using computer-assisted qualitative data analysis software - NVivo. Amongst other things the research findings indicated that individual team members?? perceived task interdependence and reward interdependence are positively related to their trust and commitment in the team. Additionally, their satisfaction in the team played a mediating role between the relationships. With respect to team learning, the research found that team goals, task interdependence and reward interdependence influence team learning, and team learning contributes to the performance of project teams. On a broad view, the circumstances in which how team members?? trust, commitment, satisfaction and team learning are influenced appear to be similar with other work teams. However, in-depth interviews with construction professionals revealed many complex and subtle factors relating specifically to construction project teams, such as, multi-projects and multi-organisations involvement, and degree of familiarity between the members before the team is set up. These factors are central to the team members. In conclusion, this study has brought insights into how temporary construction project team environment influence members?? team attitudes and team learning experience.

Strategic management of knowledge is considered one of the key factors for a sustainable competitive advantage. Knowledge sharing in particular is the most essential part of the knowledge management process. Its relation with the organisational culture has been the focus of attention of several studies especially in American, Asian and European companies. Firms are organising their work around project and project teams. Moreover, multinational project teams are seen as a source for knowledge generation. They can provide information about the needs of customers geographically dispersed, from different cultural backgrounds, who speak different languages and with different set of preferences. Nevertheless, the temporary nature, uniqueness, and complexity of international projects present their own set of challenges and companies need to work different in order to achieve project success. This study aims to analyse the organisational culture features that enhances or hinder the knowledge sharing process in multinational project teams working in Latin America. Although studies regarding the topic have been made before, they not provide empirical evidence or do not consider project teams working in a multinational environment. Furthermore, previous studies do not consider Latin American & Caribbean organisations, a region where foreign investment has continuously increased in the last decades and as a whole, is considered the third-fastest growing economy in the globe. A mixed approach is used to answer the research question, a deductive rationale to create a theoretical framework and an inductive approach to provide some theoretical propositions based on the findings. Seven semi-structured interviews were done to analyse two cross-sectional case studies. Our study identified several characteristics of organisational culture that influence knowledge sharing, some of them have a direct influence whereas others have an indirect influence. Speaking a different language and cultural differences are the main challenges faced by multinational project teams in order to enable knowledge sharing. Fear was also found to act as a barrier regarding the knowledge sharing process but is not specific only for this type of organisation. In contrast, trust in colleagues, positive relationships among employees and a culture of collaboration were found to enhance the knowledge sharing process but are not specific to multinational project teams.Finally, some managerial and theoretical implications are provided as well as suggestions for future research.

<p>Professionals currently working in consulting firms and job-applicants aiming to work in this industry are very often finding themselves in a situation where they experience a skill-gap regarding the skills consulting firms have claimed as the must-have ones. Confusion about which are those skills has increased since from academics to professionals, from researchers to higher education institutions and from students and graduates to job-searchers, they all have a different understanding of which ones are those skills. In fact even from one consulting firm to the next one the skills differ. Moreover current and available literature is yet to explore deeper the project teams working for consulting firms in order to grasp a real understanding and easy identification of these skills, since studies so far have provided mixed set of skills for traditional project teams rather than for consulting project-teams leading to mixed discoveries and inconclusive results. The findings in this study provide support for a controversial discussion occurring when trying to identify the skills consultants affirm their employer require and how these companies acquire, foster and retain these skills.</p>

Professionals currently working in consulting firms and job-applicants aiming to work in this industry are very often finding themselves in a situation where they experience a skill-gap regarding the skills consulting firms have claimed as the must-have ones. Confusion about which are those skills has increased since from academics to professionals, from researchers to higher education institutions and from students and graduates to job-searchers, they all have a different understanding of which ones are those skills. In fact even from one consulting firm to the next one the skills differ. Moreover current and available literature is yet to explore deeper the project teams working for consulting firms in order to grasp a real understanding and easy identification of these skills, since studies so far have provided mixed set of skills for traditional project teams rather than for consulting project-teams leading to mixed discoveries and inconclusive results. The findings in this study provide support for a controversial discussion occurring when trying to identify the skills consultants affirm their employer require and how these companies acquire, foster and retain these skills.

Abstract Functional organization is nowadays the most common form of business organization structure, the company's department was established in accordance with business function and forms a pyramidal structure of organization, and this is the so-called traditional organizational structures. This organizational structure has the greatest advantage of the easy control and more accurate on the budget and cost calculations. In such functional organization structure, its main disadvantage is too slow in responding to condition changes and this reaction need interdepartmental coordination. If the environment changes faster or technology is a non-routine and interdependent, then the phenomenon of longitudinal decision-making information overloading and senior decision making slowly will take place. In such an organization, everyone used to wait for a high-level decision and lack of horizontal linkages and solve problem autonomously. Formosa Plastics Goup is a flat functional organization. Formosa heavy industrial is a subsidiary of Formosa Plastics Group, established in 1991. The main business of Formosa Heavy Industries Corporation in recent years has been changed from undertake co-generator power plant for group in-house company to undertake overseas cogeneration power plant turnkey projects. In order to make the project execution more efficient on integration, management and accomplish project per contract specified schedule, specification, quality, performance and under budgets, Formosa heavy industrial tried to execute project by means of project organization. But the power and responsibility of functional unit are often more obvious than project team, result in the project team was unable to implement the project of the desired performance. This research expects to know how large engineering companies organize their project teams and how good their performances are by investigating the characteristics and advantages of the project organization. Besides, expert interviews are conducted in two major engineering companies, GIBSIN Engineers, Ltd. and CTCI CORPORATION. And through the in-depth case study on corporate environment, corporate culture, enterprise system and the department characteristic, it is recommended that Formosa Heavy Industries Corporation Co-generation Department had better to take Matrix project organization. Formosa Enterprise system is given responsibility and authority according to its functional organization of vertical schema, inevitably, the project manager could not given formal authority that is departed from the established system of the company. The actual practice is to incorporate project manager into the decision making procedure of each functional division regarding of the project. One of the reasons is that the project manager can fully grasp the progress rates of various functional departments.Secondly, the project managers can follow the project implementation point of view to involve in the decision-making on the implementation of operations appropriately and Immediatly. Finally, this research recommends that the implementation would be required to the environment, organizational culture, interpersonal relationships, and information flow so can enhance the effectiveness of project execution. Key words: project management, project teams, functional organization, project organization.

This research purpose is a theoretical foundation shared with social capital and knowledge share. How to utilize the social capital and knowledge share to leverage inside knowledge with the relation between the project teams to research IC design industry in Taiwan, apply it to new product development and technological uniqueness. This case will xplore how the social capitial, knowledge share and innovation performance of three research parameters interact among themselves. This research shows that three dimensions of social capital are in the different results of knowledge share, social capitial can produce the result of promoting with the innovation performance and knowledge share, also the social capital of the metaphor is that one kind regards other resources as long-term investment that invest the key element and can expect to produce the flow of benefit in the future just like other capital, is worth to pay attenation and reappraises the research in IC design industry. Based on the IC design industry and the project team as the research object, it is the parent to grind the 300 companies of ITIS institute on the Taiwan IC design industry, this research, in accordance with the classification of the products (logic design and memory design), in accordance with dividing one floor of random samplings, 18 logic design companies and 12 memory design companies, each one company grants 10 questionnaires, 30 companies grant 300 questionnaires altogether. The research examines for the executive of project team of IC design, adopt the network questionnaire to construct examining, 103 effective questionnaires are collected altogether, effective questionnaire is 34.3% of rate of recovery. The result of study of this research is as follows: 1. There are significantly positive correlations among social capital, knowledge share, and innovation performance. 2. Different control variables has partially significant positive effect on social capital, knowledge share, and innovation performance. 3. There are significantly positive effects among the structural dimension and cognitive dimension. 4. Each structural and congnitive dimensions has a significantly positive effect on relational dimension. 5. Each structural,relation, and congnitive dimensions has a significantly positive effect on knowledge share. 6. Knowledge share has a significantly positive effect on innovation performance. Key Words: project teams, social capital, knowledge share, innovation performance

The inadequate infrastructure that exists for seamless project team communications has its roots in the problems arising from fragmentation, and the lack of effective co-ordination between stages of the construction process. The use of disparate computer-aided engineering (CAE) systems by most disciplines is one of the enduring legacies of this problem and makes information exchange between construction team members difficult and, in some cases, impossible. The importance of integrating modelling techniques with a view to creating an integrated product and process model that is applicable to all stages of a construction project's life cycle, is being recognised by the Construction Industry. However, improved methods are still needed to assist the developer in the definition of information model structures, and current modelling methods and standards are only able to provide limited assistance at various stages of the information modelling process. This research investigates the role of system integration by reviewing product and process information models, current modelling practices and modelling standards in the construction industry, and draws conclusions with similar practices from other industries, both in terms of product and process representation, and model content. It further reviews various application development tools and information system requirements to support a suitable integrated information structure, for developing an integrated product and process model for design and construction, based on concurrent engineering principles. The functional and information perspectives of the integrated model, which were represented using IDEFO and the unified modelling language (UML), provided the basis for developing a prototype hyper-integrated product and process information modelling system (HIPPY). Details of the integrated conceptual model's implementation, practical application of the prototype system, using house-building as an example, and evaluation by industry practitioners are also presented. It is concluded that the effective integration of product and process information models is a key component of the implementation of concurrent engineering in construction, and is a vital step towards providing richer information representation, better efficiency, and the flexibility to support life cycle information management during the construction stage of small to medium sized-building projects.

In the construction industry, the adoption of concurrent engineering principles requires the development of effective enabling IT tools. Such tools need to address specific areas of need in the implementation of concurrent engineering in construction. Collaborative decision-making is an important area in this regard. A review of existing works has shown that none of the existing approaches to collaborative decision-making adequately addresses the needs of distributed construction project teams. The review also reveals that fuzzy logic offers great potential for application to collaborative decision-making. This thesis describes a Web-based collaborative decision-making system for construction project teams using fuzzy logic. Fuzzy logic is applied to tackle uncertainties and imprecision during the decision-making process. The prototype system is designed as Web-based to cope with the difficulty in the case where project team members are geographically distributed and physical meetings are inconvenient/or expensive. The prototype was developed into a Web-based software using Java and allows a virtual meeting to be held within a construction project team via a client-server system. The prototype system also supports objectivity in group decision-making and the approach encapsulated in the prototype system can be used for generic decision-making scenarios. The system implementation revealed that collaborative decision-making within a virtual construction project team can be significantly enhanced by the use of a fuzzybased approach. A generic scenario and a construction scenario were used to evaluate the system and the evaluation confirmed that the system does proffer many benefits in facilitating collaborative decision-making in construction. It is concluded that the prototype decision-making system represents a unique and innovative approach to collaborative decision-making in construction project teams. It not only contributes to the implementation of concurrent engineering in construction, but also it represents a substantial advance over existing approaches.