Exploring the performance of transnational projects: Shared knowledge, coordination and communication
2010 (English)In: International Journal of Project Management, ISSN 0263-7863, Vol. 28, no 6, 529-538 p.Article in journal (Refereed) Published
In this paper, the discussion on transnational project performance is linked to knowledge sharing. The aim is to enhance our knowledge of how knowledge sharing affects transnational project performance. Using case study data, derived from a transnational project assigned with the task of developing a transnational product, show that transnational project performance was hampered by communication and coordination difficulties. The findings show how (1) the double meaning of knowledge sharing and (2) the organizational context as setting the boundaries for project management in practice are related to transnational project performance.
Place, publisher, year, edition, pages
Elsevier , 2010. Vol. 28, no 6, 529-538 p.
Coordination; Communication; Multinational corporations; Knowledge sharing; Transnational project performance
IdentifiersURN: urn:nbn:se:uu:diva-131909DOI: 10.1016/j.ijproman.2009.10.004ISI: 000279571000001OAI: oai:DiVA.org:uu-131909DiVA: diva2:356041