Knowledge Management for Project-based Learning is a collaborative research venture with six leading companies representing a range of different industrial sectors and interests that builds upon the findings, research instruments and collaborative arrangements developed in an initial one-year scoping study to pursue a more comprehensive and systematic in-depth analysis of factors enabling and inhibiting knowledge management (KM) practices for capturing and transferring project-based learning across and between project work.
In doing so, the research addresses a comparatively under-researched but nonetheless vital aspect of project work. In fact, while the spread of project work and demands for innovation are creating increasing pressures for more intensive exploitation of the knowledge and learning generated, existing approaches to knowledge management and project management are limited in their ability to capture learning created by innovation projects it focuses on the role of project, process and team characteristics, knowledge management practices and informal networks.
Edelman, L., Bresnen, M., Newell, S., Scarbrough, H. and Swan, J. 'The benefits and pitfalls of social capital: empirical evidence from two organisations in the UK', British Journal of Management, in press.
Bresnen, M., Edelman, L., Newell, S., Scarbrough, H. and Swan, J. (2003). 'Social practices and the management of knowledge in project environments', International Journal of Project Management, 21 (3), 157-66. - link
Newell, S., Edelman, L., Scarbrough, H., Swan, J. and Bresnen, M. (2003). '"Best practice" development and transfer in the NHS: the importance of process as well as product knowledge', Health Services Management Research, 16, 1, 1-12. - link
Swan, J., Scarbrough, H. & Robertson, M. (2002) 'The construction of 'communities of practice, in the management of innovation', Management Learning, 33, 477-496
Bresnen, M. and Marshall, N. (2002) 'The engineering or evolution of co-operation... A tale of two partnering projects', International Journal of Project Management, Volume 20 (7), 497-505. - link
Bresnen, M., Edelman, L., Newell, S., Scarbrough, H. and Swan, J. 'The impact of social capital on project-based learning', in M. Huysman and V. Wulf (eds), Social capital and ICT, Cambridge, MA: MIT Press, in press.
Edelman, L., Bresnen, M., Newell, S., Scarbrough, H. and Swan, J. 'The paradox of social capital: structural, cognitive and relational dimensions', in R. A. Bettis (ed.), Strategy in transition, Strategic Management Society / Blackwell, in press.
Bresnen, M., Edelman, L., Newell, S., Scarbrough, H. and Swan, J. (2002). 'Knowledge management for project-based learning in construction', in B. O. Uwakweh and I. A. Minkarah (eds), Construction Innovation and Global Competitiveness, Counseil International du Batiment (CIB) 10th International Symposium (Commissions W55 and W65), University of Cincinnati, Ohio, USA, 9-13 September 2002, pp. 172-85. ISBN 0-8493-1449-6.
Edelman, L., Bresnen, M., Newell, S., Scarbrough, H. and Swan, J. (2001). 'The paradox of social capital: structural, cognitive and relational dimensions', paper accepted for Reinventing Strategic Management: Old Truths and New Insights, Strategic Management Society 21st Annual International Conference, San Francisco, California, USA, 21-24 October 2001.
Please note that reprints of these publications are available from Dawn Coton. Please email your institution, full postal address and details of the paper you require.