Knowledge Creation for Digital Innovation in Malaysia: Practitioners’ Standpoint
Abstract
:1. Introduction
- What are the challenges faced by IT project managers?
- Based on a practitioners’ viewpoint, what are the possible factors that require attention in order to ensure knowledge creation leading to digital innovation?
2. Literature Review
2.1. Knowledge in Organisations
2.2. Knowledge Creation
2.3. Digital Innovation
2.4. Knowledge Creation in IT Projects and Digital Innovation (KC-IT-DI)
2.5. Current Challenges in IT Projects
- Transactive memory systems (TMS) is a cognitive system whereby individually specific information is encoded, stored and retrieved using a common cognitive structure focused on mutual understanding of each other’s specialized knowledge domains [49]. Although they may have had interactions with other team members through online conferencing, a personal bond may not have grown as a result of IT support.
- IT Support (ITS). ITS refers to the use of technology to aid in the maintenance of data storage, processing and transfer [50]. Lack of ITS, such as upfront analytics and data management, might put the project in jeopardy and create disasters in a variety of circumstances, such as offering misinformation in the meeting, opining or advising without solid supporting facts, or reacting emotionally to an occurrence [47,51].
- Team Learning (TL). TL refers to groups of people that work together to make positive behavioural changes [52]. TL promotes KC through debating, brainstorming, workshops, online forums and communities of practise [53]. Team members learn from one another through imitation, which leads to increased sensemaking and more sound decisions.
- Team Collaboration (TC). Remote project teams that lack team collaboration complicate matters for the project manager because team members are not based in an office and operate in different time zones, making it difficult to assemble for impromptu conversations for decision making [44]. For effective remote project teams, IT project managers must broaden their knowledge in order to facilitate project implementation while making the best use of their strengths [54]. Evidence from the studies revealed that project managers lack team learning in order to obtain the information required to manage projects, deal with obstacles during a crisis and establish competitive advantages [42,44,48].
- T-shaped skills (TSS). Project managers lack of TSS, which demonstrate the existence of in-depth knowledge and abilities in a certain area as well as an awareness of other fields required for the projects [46,55,56]. T-shaped skills refers individual who has in-depth knowledge and skills in a particular discipline and also has a background of other fields necessary to the projects [37]. It is vital to note that T-shaped skills allow for the expansion of team capabilities, allowing the team to be more agile, adaptive and robust throughout the project [57].
3. Methodology
4. Result
4.1. Practitioners’ Demographic Profile
4.2. Challenges in IT Projects (Research Question 1)
- Team related issues, particularly from remote team, knowledge gap and issues in communicating such knowledge between stakeholders. This refers to TMS, a method to leverage external memory to encode, store and retrieve knowledge.
Challenges in IT Projects | Selected Excepts | Inference |
---|---|---|
Team related issues, particularly from remote team, knowledge gap and issues in communicating this knowledge between stakeholders. | Participant 1: “It is hard to identify the team knowledge.” Participant 4: “This may be a symptom of a lack of clear communication between the parties.” Participant 7: “The knowledge gap between technical or other teams with the project manager.” Participant 8: “One of the most frequent challenges connected with any project is the issue of communication and the inability to establish an efficient communication channel between parties.” | The inability to establish an efficient communication channel between parties. This may be a symptom of a lack of clear communication between the parties and a failure to identify the team’s knowledge gap. |
- b.
- Lack of sophisticated IT tools for project analysis. Table 7 shows the statement related to the lack of IT tools for project analysis. Project managers do not have analytic tools for daily tasks. Inadequate team collaboration highlights the team having difficulties to know true project situations and the follow ups are inaccurate.
Challenges in IT Projects | Selected Except | Inference |
---|---|---|
Lack of sophisticated IT tools for project analysis. | Participant 2: “The project manager is only being provided some necessary software, such as Microsoft Word, Excel and Project.” | The project managers lack of IT support. |
- c.
- Lack of in-depth knowledge and general skills in particular discipline involving estimating, risk and stakeholder management skills (Table 8).
Challenges in IT Projects | Selected Excepts | Inference |
---|---|---|
Lack of in-depth knowledge and general skills in particular discipline involving estimating, risk and stakeholder management skills. | Participant 3: “Things deteriorate further when the project experiences continual or uncontrolled scope development. This may be a symptom of a lack of stakeholder involvement.” Participant 4: “external factor, such as poor stakeholder management may result in the escalation of disputes.” Participant 6: A failure to manage stakeholders may result in a more serious issue.” Participant 8: “knowledge accumulation, experience review and organisational problems evaluation are all important.” Participant 10: “Project manager also lack of stakeholder management skills.” | Lack of stakeholder involvement in a project or scope development may be a cause for concern. Failure to manage stakeholders may result in a more serious issue. Knowledge accumulation, experience review and organisational problems evaluation are all important. |
5. Discussion
5.1. Antecedents of Knowledge Creation
5.2. Increase 3Cs in IT Project (Collaboration, Communciation and Coordination)
6. Limitations and Future Recommendations
7. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Author | Year | Country | Key Factors to KC | Context | Research Method |
---|---|---|---|---|---|
Zelaya-Zamora and Senoo [17] | 2013 | Japan | Managerial influence | Research and development firm | Quantitative, survey questionnaire |
Shan et al. [18] | 2013 | China | Employee Training, Employee Involvement, Product Design, Benchmarking and Vision | Aviation firms | Quantitative, survey questionnaire |
Berraies et al. [19] | 2014 | Tunisia | Trust, Collaboration, Learning, Incentive and IT support | IT firms | Quantitative, survey questionnaire |
Yusof et al. [20] | 2016 | Malaysia | Work Scheduling Autonomy, Decision Making Autonomy, Work Methods Autonomy, Task Variety, Task Significance, Task Identity and Feedback from Job | Government federal ministry | Quantitative, survey questionnaire |
Pham and Le [21] | 2018 | Vietnam | Collaboration, Trust, Learning, Reward, Decentralization, Formalization, IT support and T-shaped skills | Small and medium enterprise | Quantitative, survey questionnaire |
Goswami and Agrawal [22] | 2018 | India | Share goal and Hope | IT firms | Quantitative, survey questionnaire |
Goyal et al. [16] | 2020 | United States and Singapore | Customer co-creation and Partner sourcing | Financial and IT firms | Quantitative, survey questionnaire |
Liow et al. [23] | 2020 | Malaysia | Customer orientation | Small Hotel | Quantitative, survey questionnaire |
Yoon et al. [24] | 2020 | South Korea | Creativity | Service Industry | Quantitative, survey questionnaire |
Yee et al. [25] | 2020 | Malaysia | Reward and Collaboration | Medical device firms | Quantitative, survey questionnaire |
Rahbar et al. [26] | 2021 | Iran | Learning Culture | Public Hospital | Quantitative, survey questionnaire |
Goswami and Agrawal [27] | 2022 | India | Ethical leadership and Psychological capital | IT firms, public sector research organisations, university and colleges | Quantitative, survey questionnaire |
Author | Year | Country | KC Research Gap | Context | Research Method |
---|---|---|---|---|---|
Mehralian et al. [6] | 2018 | Iran | Lack of studies have looked into how the intellectual capital and KC initiatives affects the success of businesses in the knowledge economy. | Pharmaceutical companies | Quantitative, survey questionnaire |
Chatterjee [28] | 2018 | India | SECI model has not undergone thorough empirical validation with construct impacting transfer of learning. | Organizations | Quantitative, survey questionnaire |
Papa et al. [29] | 2018 | Italy | Inadequate study of social media’s impact on KC and digital innovation. | Small and medium-sized enterprises | Quantitative, survey questionnaire |
Grimsdottir and Edvardsson [30] | 2018 | Iceland | Lack of studies on how KC may facilitate open-innovation ideas and practises. | Small and medium-sized enterprises | Qualitative, case study |
Goyal et al. [16] | 2020 | United States and Singapore | Lack of studies connecting external knowledge and inputs from customers to internal innovation and KC. | Financial and IT firms | Quantitative, survey questionnaire |
Tootell et al. [31] | 2021 | Australia | There is currently a dearth of studies on the factors that promote KC at university-industry level | University-industry collaborations | Qualitative, semi-structured interview |
Di Vaio et al. [32] | 2021 | Italy and France | There is a dearth of studies that examine how KC made possible by digital innovation to accelerate value creation. | n.a. | Bibliometric analysis |
Li et al. [33] | 2018 | China | There is a dearth of studies that investigate the transfer of tacit knowledge into explicit knowledge across teams between different organisations. | State-owned research institutes | Quantitative, survey questionnaire |
Cao et al. [34] | 2020 | China | Transactive Memory System’s effects on teams’ abilities to KC are overlooked. | Information Technology industry | Quantitative, survey questionnaire |
Hanelt et al. [35] | 2021 | Germany | A handful of studies that focus on digital innovation, KC and its application. | Automotive manufacturers | Quantitative, Longitudinal study |
Nisula et al. [36] | 2022 | Finland | Lack of studies have focused on the KC process in leading innovative projects. | Interorganizational innovation projects | Qualitative, semi-structured interview |
Expert | Position | Credibility |
---|---|---|
Practitioner 1 | Project Manager | Project Management Professional (PMP®) |
Practitioner 2 | Project Manager | Project Management Professional (PMP®) |
Practitioner 3 | Project Manager | Projects IN Controlled Environments (PRINCE2®) |
Practitioner 4 | Project Manager | Project Management Professional (PMP®) |
Practitioner 5 | Project Manager | None |
Practitioner 6 | Project Manager | Projects IN Controlled Environments (PRINCE2®) |
Practitioner 7 | Project Manager | Project Management Professional (PMP®) |
Practitioner 8 | Project Manager | None |
Practitioner 9 | Project Manager | Project Management Professional (PMP®) |
Practitioner 10 | Project Manager | Project Management Professional (PMP®) |
Number of Working Experience in IT Project (Year) | Count (Percentage) |
---|---|
5–9 | 5 (50%) |
Above 10 | 5 (50%) |
Project Management Certification | Count (Percentage) |
---|---|
Project Management Professional (PMP®) | 6 (60%) |
Projects IN Controlled Environments (PRINCE2®) | 2 (20%) |
None | 2 (20%) |
Selected Excepts | Axial Theme | Relevant Factors |
---|---|---|
Participant 1: “It is hard to identify the team knowledge. Therefore, how much work the remote team accomplishes and at what rate remains unclear. Moreover, the project has an unreasonable timetable for completing the task. Junior team members lack the necessary skills to work on a project and thus need additional supervision and assistance from more experienced team members. It is possible that unnecessary management intervention will result in the project not being completed on schedule.” | Team knowledge, Remote team, unreasonable timetable, lack of necessary skills, management intervention, delay in project completion | TMS, TSS |
Participant 2: “The project manager is only being provided some necessary software, such as Microsoft Word, Excel and Project. IT support comes in as an essential tool for the PM to carry out project tasks. IT support helps in for PM to analyse data, understand requirements, compiling stats for business reporting, calculating efforts in anticipating project progress and financial, reviewing defects against business benefits for release considerations.” | Limited IT Support | ITS |
Participant 3: “The remote team hard to know the true situation because it may not be told. The follow up will be not accurate. When several projects are operating in simultaneously, resource shortage is a constant problem. Furthermore, things deteriorate further when the project experiences continual or uncontrolled scope development. This may be a symptom of a lack of stakeholder involvement.” | Resource shortage, lack of stakeholder involvement, over-reaction to changes in funding | TMS, TC |
Participant 4: “The working environment differences, such as network, workspace, etc., may cause a different understanding or result. This may be a symptom of a lack of clear communication between the parties. Alternatively, external factor, such as poor stakeholder management may result in the escalation of disputes.” | Variations in network and workplace, affect comprehension or outcome, poor communication, Poor stakeholder management, disagreements. | TC |
Participant 5: “The customer gives unclear specifications. It is tough for the project team to meet their deadlines. Unrealistic timelines and resource limitations make it more difficult for the project team to fulfil the expectations of the clients. Other than scheduled meetings or discussions, sometimes, it’s challenging to connect with each other. The urgent issue will be complicated in this case as response time will be slower.” | Unpredictable deadlines, limited resources, inability to meet client expectations, slow response time | TC |
Participant 6: “When the scope of a project is not adequately specified, recorded, or managed, it may result in the customer’s business needs altering. As a general matter, it is seen as detrimental. A failure to manage stakeholders may result in a more serious issue. Furthermore, the escalation is not clear for most of the cases when something happens.” | Unclear escalation | TC |
Participant 7: “The knowledge gap between technical or other teams with the project manager. Therefore, the integration of communication and management skills into project management is critical to the success of the project. If the project’s objection is unclear and the team’s vision are not unified, it will be difficult to establish agreement on the project’s course of action.” | Poor communication and management skills | TSS, TC |
Participant 8: “One of the most frequent challenges connected with any project is the issue of communication and the inability to establish an efficient communication channel between parties. The communication issues as there is still some cultural, language and distance barrier. In terms of project management, knowledge accumulation, experience review and organisational problems evaluation are all important.” | Communication | TC |
Participant 9: “Keep the team motivated, bring diverse teams together so that they may succeed as a single unit and demonstrate leadership are all tough tasks to do. Other impacts, such as time zone, for example, the United States vs. Malaysia time differences are 12 h, fastest it will be one day in response time.” | Team engagement, leadership | TL |
Participant 10: “Project managers lack knowledge in estimating the high-level effort and incoming risks that a PM needs to anticipate. This requires experience, time, as well as the right environment to acquire the skills. Project managers also lack stakeholder management skills. If a project manager knows how to manage people, projects can be well managed. People make or break a project, which is factual.” | knowledgeable project manager, | TSS, TL |
Word Cloud | Themes | Mapping to Key Variables | ||
---|---|---|---|---|
Transactive Memory System | T-Shaped Skills | IT Support | ||
team | people & technology | x | x | x |
communication | people & technology | x | x | x |
knowledge | people & technology | x | x | x |
management | people | x | x |
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Tung, S.S.; Dorasamy, M.; Ab Razak, R. Knowledge Creation for Digital Innovation in Malaysia: Practitioners’ Standpoint. Sustainability 2022, 14, 12375. https://doi.org/10.3390/su141912375
Tung SS, Dorasamy M, Ab Razak R. Knowledge Creation for Digital Innovation in Malaysia: Practitioners’ Standpoint. Sustainability. 2022; 14(19):12375. https://doi.org/10.3390/su141912375
Chicago/Turabian StyleTung, Soon Seng, Magiswary Dorasamy, and Ruzanna Ab Razak. 2022. "Knowledge Creation for Digital Innovation in Malaysia: Practitioners’ Standpoint" Sustainability 14, no. 19: 12375. https://doi.org/10.3390/su141912375