Project Management Knowledge Flows in Networks of Project Managers and Project Management Offices: A Case Study in the Pharmaceutical Industry

Ralf Müller · Johannes Glückler · Monique Aubry · Jingting Shao

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Knowledge Management and Sharing Construction Project Management and Performance Innovation and Knowledge Management

Abstract

This study investigates the knowledge flows among and between project managers and project management office (PMO) members in a pharmaceutical R&D company in China, using a mixed-methods approach. The results show that knowledge exchange happens in clusters, where each cluster forms around a PMO member. Contrary to expectations, PMO members were not identified as the most popular knowledge providers in these clusters; instead, knowledge was requested from earlier collaborators. A three-tiered model is developed for knowledge governance at the cluster level, across clusters and the link with corporate and project governance structures. Managerial and theoretical implications are discussed.

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References

1976Theory of the firm: Managerial behavior, agency costs and ownership structure 1991Case Study Research: Design and Methods 1989Building Theories from Case Study Research 2008Qualitative Data Analysis 1996Toward a knowledge‐based theory of the firm 1987The Economic Institutions of Capitalism 1995The Theory of the Growth of the Firm 1976Markets and Hierarchies: Analysis and Antitrust Implications.

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