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Please use this identifier to cite or link to this item: http://hdl.handle.net/10119/12779

Title: Emergence of common tacit knowledge in an international IT project: a case study between Japan and Singapore
Authors: Nishinaka, Miwa
Umemoto, Katsuhiro
Kohda, Youji
Keywords: International Project
IT Outsourcing
Localization
Knowledge Management
Cross-Cultural
Common Understanding
Issue Date: 2015
Publisher: Emerald Group Publishing
Magazine name: International Journal of Managing Projects in Business
Volume: 8
Number: 3
Start page: 533
End page: 551
DOI: 10.1108/IJMPB-03-2014-0022
Abstract: Purpose - The study examines knowledge processes in an international IT outsourcing project between two countries when knowledge is transferred from one country to the other due to business situations. A theoretical model is presented regarding knowledge processes in international projects which explains emergence of international common understanding as one of the solutions for knowledge-related challenges in international projects. Design/methodology/approach - The empirical study was conducted at the headquarters of a chemical company in Japan and its subsidiary in Singapore. The study employed a qualitative analysis method. Interviews were conducted in these companies and the results were analyzed according to grounded theory. Findings - We propose ARC Model of Knowledge Management in International IT Outsourcing Projects, which is a new theoretical model of project knowledge management in international settings, with a view of localization into knowledge processes. International common understanding will emerge from an understanding of thinking of each locale that brings a project to a successful conclusion. Research limitations/implications - This research might be subject to limitations regarding the data and results. Data were collected from particular companies, thus reducing the ability to generalize the results. Further research is required to verify the model with an additional empirical study. Practical implications - Project managers and other managers utilize the theoretical model as a base theory for the implementation of high quality localization that is managed by the locals themselves with common knowledge. Originality/value - The study proposes the theoretical model with the empirical analysis of the international project, which synthesizes project knowledge management and cross-cultural knowledge management in a novel way and expands the role of knowledge management.
Rights: Copyright (C) 2015 Emerald Group Publishing. Miwa Nishinaka, Katsuhiro Umemoto, Youji Kohda, International Journal of Managing Projects in Business, 8(3), 2015, pp.533-551. This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here [ http://www.emeraldinsight.com/doi/abs/10.1108/IJMPB-03-2014-0022 ]. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
URI: http://hdl.handle.net/10119/12779
Material Type: author
Appears in Collections:a10-1. 雑誌掲載論文 (Journal Articles)

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