Uncovering knowledge‐based time management practices: Implications for project management

Abstract

Purpose

The purpose of this research is to investigate individual perceptions of time and time management strategies that professionals utilize to achieve their productivity in the execution of their daily tasks, projects and routines. Projects have specific time durations from the beginning to the end, which often need to be broken down into smaller temporal elements (e.g. milestones), and require learning and knowledge capture throughout different project phases. It aims to observe how knowledge management processes tie to personal time management, and how this observation could contribute to project management practices in organizations. The understanding of individual time management strategies, especially when they are connected to the capture, storage, transfer and application of knowledge, can create operational efficiencies in projects.

Design/methodology/approach

Two sets of in‐depth semi‐structured interviews and field observations were designed and conducted with 20 busy professionals at an academic institution in the USA. All interviews were audio‐taped and transcribed generating over 350 pages of individual time management strategy statements. An extensive content analysis was performed to categorize the types of knowledge being used by professionals when engaged in daily organizational tasks and projects based on their roles and job hierarchy. Alavi and Leidner's knowledge taxonomies were used as the main coding scheme in order to classify types of individual temporal behaviours uncovered in this study.

Findings

This study shows that both explicit and tacit practices of individual time management are an important component of how professionals complete project tasks within their daily routines. Project managers play an important role in leading a successful project, and their time orientations directly affect all project phases.

Originality/value

Although good time management strategies may be one of the key determinants of organizational productivity (driving increased output per unit of time), limited knowledge management research has been conducted within the context of professionals' time management practices. The findings reveal that individual time management is shaped by organizational temporal structures and norms, which organizations use to govern their employees and resources around clock time.

Citation

Wu, D. and Passerini, K. (2013), "Uncovering knowledge‐based time management practices: Implications for project management", International Journal of Managing Projects in Business, Vol. 6 No. 2, pp. 332-348. https://doi.org/10.1108/17538371311319052