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Article
Publication date: 1 June 2015

Miwa Nishinaka, Katsuhiro Umemoto and Youji Kohda

The purpose of this paper is to examine knowledge processes in an international IT outsourcing project between two countries when knowledge is transferred from one country to the…

482

Abstract

Purpose

The purpose of this paper is to examine 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

The authors 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.

Details

International Journal of Managing Projects in Business, vol. 8 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 1 June 2015

Derek Walker

217

Abstract

Details

International Journal of Managing Projects in Business, vol. 8 no. 3
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 12 April 2023

Gautam Mahajan, V. Kumar, Marco Tregua and Roberto Bruni

This paper aims to present the seven organizational principles for developing value-dominant logic (VDL) thinking and advancing it toward making a business purposeful and open to…

562

Abstract

Purpose

This paper aims to present the seven organizational principles for developing value-dominant logic (VDL) thinking and advancing it toward making a business purposeful and open to a lifestyle of value for humanity at large.

Design/methodology/approach

VDL considers value as rooted on axiology, actor-network theory, the hygge concept and is deployed through seven organizational principles deriving from the original eight VDL principles (Mahajan, 2017).

Findings

It is necessary to consider value in its polysemous meanings as an emergent element and a result of people’s interpretation based on norms and beliefs. At the same time, managers conceptualize businesses to create stimuli for the markets and society and favoring the emergence of a positive and sustainable value. This study explains how organizations and managers can be driven by norms and beliefs and a purpose to make decisions and assume postures and behaviors capable of stimulating the emergence of positive and sustainable value, creating opportunities for humanity at large; this managerial behavior creates conditions for value creation, and it is framed in VDL.

Research limitations/implications

A research agenda is provided that can spawn fruitful research in VDL.

Practical implications

This study develops the theoretical roots for a management approach that will support organizations and managers in interpreting their role as stimulators of value.

Social implications

The study focuses on the well-being and happiness of all the stakeholders.

Originality/value

The study developed organizational principles deeply rooted in the VDL.

Details

European Journal of Marketing, vol. 57 no. 5
Type: Research Article
ISSN: 0309-0566

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