Knowledge Management Selection Model for Project Management

Part of the Knowledge Management and Organizational Learning book series (IAKM, volume 5)


This chapter proposes and empirically tests a contingency knowledge management (KM) selection model for project management (PM). Essentially, the proposed model posits a mediating role of project factors in the choice and impact of KM on project success. The evidence from two empirical studies provide full support for the contingency model and its proposition that the appropriate KM for PM depends upon project complexity. In particular, the empirical findings show that with increased project complexity, customer-related intellectual capital (IC) and personalization KM strategy tend to have greater importance for project success than team or process IC and codification KM strategy. These findings contribute valuable insights for researchers and provide useful guidance for project managers. The chapter also suggests plausible directions for further research to address current limitations.


Knowledge management Project management Intellectual capital Selection model Project complexity KM strategy Project IC Project success 


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Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  1. 1.Department of ManagementInternational Burch UniversitySarajevoBosnia and Herzegovina

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