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Exploring the performance of transnational projects: Shared knowledge, coordination and communication
Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
2010 (English)In: International Journal of Project Management, ISSN 0263-7863, Vol. 28, no 6, 529-538 p.Article in journal (Refereed) Published
Abstract [en]

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.
Keyword [en]
Coordination; Communication; Multinational corporations; Knowledge sharing; Transnational project performance
National Category
Business Administration
URN: urn:nbn:se:uu:diva-131909DOI: 10.1016/j.ijproman.2009.10.004ISI: 000279571000001OAI: oai:DiVA.org:uu-131909DiVA: diva2:356041
Available from: 2010-10-11 Created: 2010-10-10 Last updated: 2010-12-30Bibliographically approved

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Adenfelt, Maria
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