Matching While Utilizing Knowledge as a Resource Is Essential in SPO

Multiple Choice

Matching
While utilizing knowledge as a resource is essential in SPO, and many organizations have established strategies for its acquisition and deployment, these often remain ineffective for a number of reasons:
-Centralization

A) There are important trade-offs between the centralization of knowledge capture within the organization so that diffusion is maximized, and its decentralization so that more intensive team learning is favoured. In many centralized IT-based systems, senior managers become arbiters of what is appropriate knowledge, and knowledge management becomes seen as a specialist function.
B) In many PBFs, delivering the current project and capturing the next is the overwhelming priority. The time required to take a day for the post-project meeting, to add to the intranet database, to make presentations at professional conferences is all time that is not directly fee-earning.
C) The aim of organizational knowledge strategies is to turn individual learning into organizational learning. This means that incentives are required to encourage people to share their expertise. Where employment relationships are collegial, organizational culture can play an important role in generating incentives; where employment is casualized through project ecologies, there are positive disincentives to share personal learning organizationally.