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Transcending the silos through project management office: knowledge transactions, brokerage roles, and enabling factors

Transcending the silos through project management office: knowledge transactions, brokerage roles, and enabling factors
Transcending the silos through project management office: knowledge transactions, brokerage roles, and enabling factors

Organisations often suffer from knowledge flow gaps between operational and strategic management levels, leaving much knowledge trapped within operations’ boundaries. Prior studies viewed the project management office (PMO) as a knowledge broker that can enhance the interaction between these levels. However, they take a single-faceted knowledge brokering perspective that fails to define the specific knowledge brokering roles of the PMO and offer highly fragmentary evidence on the associated enabling factors. To fill this void, we draw on the brokerage theory to develop a comprehensive theoretical framework in which we define specific knowledge brokering roles of the PMO and delineate their enabling factors for facilitating multidirectional knowledge transactions. We elaborate on three sets of knowledge brokering roles, each of which corresponds to one of three categories of knowledge transactions. Our model shows how PMOs can broker knowledge trapped in organisational silos by balancing bottom-up experiential learning with top-down deliberate learning while maintaining horizontal knowledge synchronisation.

Knowledge brokering roles, Knowledge flow gaps, Project management office
0263-7863
142-154
Hadi, Ali
af7f0a2b-c0f7-451a-a306-fd7d13af5510
Liu, Yang
77b48647-5646-4aec-8c3d-cc9d9bd02f4e
Li, Shenxue
7b5f874b-fbcc-4f80-b9a3-7774baa96dc8
Hadi, Ali
af7f0a2b-c0f7-451a-a306-fd7d13af5510
Liu, Yang
77b48647-5646-4aec-8c3d-cc9d9bd02f4e
Li, Shenxue
7b5f874b-fbcc-4f80-b9a3-7774baa96dc8

Hadi, Ali, Liu, Yang and Li, Shenxue (2022) Transcending the silos through project management office: knowledge transactions, brokerage roles, and enabling factors. International Journal of Project Management, 40 (2), 142-154. (doi:10.1016/j.ijproman.2021.11.003).

Record type: Article

Abstract

Organisations often suffer from knowledge flow gaps between operational and strategic management levels, leaving much knowledge trapped within operations’ boundaries. Prior studies viewed the project management office (PMO) as a knowledge broker that can enhance the interaction between these levels. However, they take a single-faceted knowledge brokering perspective that fails to define the specific knowledge brokering roles of the PMO and offer highly fragmentary evidence on the associated enabling factors. To fill this void, we draw on the brokerage theory to develop a comprehensive theoretical framework in which we define specific knowledge brokering roles of the PMO and delineate their enabling factors for facilitating multidirectional knowledge transactions. We elaborate on three sets of knowledge brokering roles, each of which corresponds to one of three categories of knowledge transactions. Our model shows how PMOs can broker knowledge trapped in organisational silos by balancing bottom-up experiential learning with top-down deliberate learning while maintaining horizontal knowledge synchronisation.

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More information

Accepted/In Press date: 7 November 2021
e-pub ahead of print date: 17 November 2021
Published date: 1 February 2022
Keywords: Knowledge brokering roles, Knowledge flow gaps, Project management office

Identifiers

Local EPrints ID: 455866
URI: http://eprints.soton.ac.uk/id/eprint/455866
ISSN: 0263-7863
PURE UUID: 655483ad-5900-4388-9bcd-8a131f06eb08
ORCID for Yang Liu: ORCID iD orcid.org/0000-0002-9540-9719

Catalogue record

Date deposited: 07 Apr 2022 16:36
Last modified: 28 Apr 2022 02:34

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Contributors

Author: Ali Hadi
Author: Yang Liu ORCID iD
Author: Shenxue Li

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