{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,5,4]],"date-time":"2026-05-04T10:33:13Z","timestamp":1777890793017,"version":"3.51.4"},"reference-count":31,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2014,5,6]],"date-time":"2014-05-06T00:00:00Z","timestamp":1399334400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2014,5,6]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 The purpose of this study is to explore the knowledge management (KM) perspective of information technology (IT) projects based on enterprise system (ES) implementations. The study determined what knowledge is needed in each of the project phases (what for, from what sources), how this knowledge is transformed during the project (what knowledge activities are performed concerning this knowledge) and what knowledge-related artifacts are created. A KM framework for ES projects is formulated based upon the results. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 The research has a qualitative exploratory design based on multiple data sources: documentation, semi-structured interviews and participant observation. A coding procedure was applied with the use of a pre-defined list of codes, as derived from KM literature regarding knowledge types, actors, project phases and activities. Open coding was used to determine the role of each type of knowledge in the implementation process. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 The study examined the significance of the particular types of knowledge of each project actor across the project phases, and identified the specific knowledge activities that need to be performed for a successful outcome. In contrast to existing literature, this study also demonstrates that project management knowledge consists of two components: generic and product-related. Meta-knowledge, i.e. knowledge about other people\u2019s knowledge was also identified as critical in the initial phases of the project. Solution knowledge was identified as the primary knowledge product. It is the result of the integration of company and product knowledge and is embedded into the system. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title>\n               <jats:p> \u2013 The limitation of this study is that it concentrated on a specific type of the IT project, namely ES implementation. The results cannot be directly extrapolated to other IT projects. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title>\n               <jats:p> \u2013 The results of the study may aid in effective staffing for ES implementations and in identifying the necessary knowledge sources. They may also enable the development of relevant KM procedures for a project. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 No comprehensive project KM framework for ES has been found in the existing KM literature, and this study fills this gap in the research.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/jkm-01-2014-0006","type":"journal-article","created":{"date-parts":[[2014,7,17]],"date-time":"2014-07-17T11:06:16Z","timestamp":1405595176000},"page":"551-573","source":"Crossref","is-referenced-by-count":35,"title":["Managing knowledge in IT projects: a framework for enterprise system implementation"],"prefix":"10.1108","volume":"18","author":[{"given":"Przemyslaw","family":"Lech","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2021010120291694400_b1","doi-asserted-by":"crossref","unstructured":"Amoako-Gyampah, K.\n                (2004), \u201cERP implementation factors: a comparison of managerial and end-user perspectives\u201d, Business Process Management Journal, Vol. 10 No. 2, pp. 171-183.","DOI":"10.1108\/14637150410530244"},{"key":"key2021010120291694400_b2","doi-asserted-by":"crossref","unstructured":"Chan, R.\n                and \n                  Rosemann, M.\n                (2001), \u201cManaging knowledge in enterprise systems\u201d, Journal of Systems and Information Technology, Vol. 5 No. 2, pp. 37-54.","DOI":"10.1108\/13287260180000765"},{"key":"key2021010120291694400_b3","unstructured":"Creswell, J.\n                (2009), Research Design, Qualitative, Quantitative 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