Project and Knowledge Management

Friday, November 1, 2013, 3:30pm

Emergence of Common Tacit Knowledge in an International IT Project:  A Cross-Cultural Perspective

Miwa Nishinaka


Many projects have shifted from local to international and/or global settings. However, the management of international and/or global projects is reported to be difficult in spite of the fact that many tools or methods have been prepared. This paper proposes a novel concept and a novel theoretical model - knowledge management in international projects from cross-cultural perspectives to explain the situation. A literature review is presented in the first section to propose the concept. A case study is described in the second section. Finally, a theoretical model is presented regarding knowledge processes in international projects.

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