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The purpose of this paper is to provide a deeper understanding of the managerial processes that middle managers can employ to facilitate knowledge integration and transfer…
The purpose of this paper is to provide a deeper understanding of the managerial processes that middle managers can employ to facilitate knowledge integration and transfer within project teams and across organizational boundaries.
The paper has a conceptual framework, which draws on the theory of organizational learning and knowledge management. A resource‐based view of the firm and middle management is developed around the theme of enhancing organizational learning within teams.
The paper finds that there is a gap in the research as to how knowledge integration and transfer occur within teams. The paper also provides a re‐valuation of middle managers, whose role has been undermined in the wake of organizational downsizing. Furthermore, the paper provides an understanding of how Janczak's three specific managerial processes are relevant in that middle managers can employ them to facilitate knowledge integration and transfer.
The paper is relevant to practitioners with regard to the practices and processes that middle managers can adopt to facilitate knowledge transfer. It is relevant in that it helps to identify mechanisms to reuse knowledge from project to project.
The paper fills a gap in the theory with regard to the managerial practices and processes that are available to middle management in order to enhance organizational learning within the team and from the team to the rest of the organization.
The purpose of this editorial is to introduce the special issue on the relationship of strategic performance management to team strategy, company performance and…
The purpose of this editorial is to introduce the special issue on the relationship of strategic performance management to team strategy, company performance and organizational effectiveness.
The paper explains each of the components in this relationship before introducing the problematic issues regarding this relationship and where the gaps are missing in the extant literature; hence the need for the special issue is justified.
The paper finds that the concluding remarks are offered to suggest that strategic performance management can take place at top management, middle management, or strategic operations levels, and the their impact on team strategy, company performance and organizational effectiveness can be regarded as a special phenomenon, termed “strategic team performance management”.
This editorial provides an overview of this compilation which comprises five original papers that are examples of latest developments in this research area, and each of these articles contains a brief introduction on how they contribute to filling in gaps in the literature.