Knowledge sharing in times of organisational restructuring and downsizing: a case study in a project-based IT company
Heng, Wu (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024051913273
https://urn.fi/URN:NBN:fi:amk-2024051913273
Tiivistelmä
The last two decades have seen a growing interest in knowledge management (KM) to promote organisational learning and economic growth. For project- based companies, knowledge sharing (KS) in project teams is essential. This thesis investigates knowledge sharing in project teams during the post- downsizing and restructuring eras at a Finnish project-based IT company. It explores best practices in project team knowledge sharing.
This study utilises an exploratory single-case study methodology. Surveys and semi-structured interviews were used to collect empirical data. Thematic analysis was employed for data analysis. The findings highlight that downsizing and restructuring impacted the project team’s KS at the team and individual levels. On the team level, the work process and team culture were the areas influenced. On the individual level, the survivors were impacted by emotion, personal attitude, motivation, and trust. The study's findings also provide guidance to managers in project team KS regarding best practices, which include documentation, leadership support, open communication, and the use of IT tools.
This study expands the current understanding and general guidance of knowledge sharing within project teams by examining the individual experiences of survivors from the target organisation that went through downsizing and restructuring. It is expected that the findings will provide valuable information for companies to improve their knowledge-sharing practices inside project teams during downsizing and restructuring. Further studies could expand the scope of the study and investigate the interplay of multiple factors that facilitate KS.
This study utilises an exploratory single-case study methodology. Surveys and semi-structured interviews were used to collect empirical data. Thematic analysis was employed for data analysis. The findings highlight that downsizing and restructuring impacted the project team’s KS at the team and individual levels. On the team level, the work process and team culture were the areas influenced. On the individual level, the survivors were impacted by emotion, personal attitude, motivation, and trust. The study's findings also provide guidance to managers in project team KS regarding best practices, which include documentation, leadership support, open communication, and the use of IT tools.
This study expands the current understanding and general guidance of knowledge sharing within project teams by examining the individual experiences of survivors from the target organisation that went through downsizing and restructuring. It is expected that the findings will provide valuable information for companies to improve their knowledge-sharing practices inside project teams during downsizing and restructuring. Further studies could expand the scope of the study and investigate the interplay of multiple factors that facilitate KS.