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New Product Development & Management Of Knowledge In Portuguese Higher Education

Listed author(s):
  • Bernardo Batiz-Lazo

    (Open University Business School)

  • Jorge Gomes

    (University of Twente)

  • Maria Mendes

    (Deloitte Touche)

This chapter uses key concepts in the knowledge management literature to analyse the procedures and practices used by a project management team to identify, create, store, disseminate, and apply knowledge management systems for successful project completion. This project allowed a long established participant to develop on-line delivery capabilities in Portuguese higher education. The case study suggests that, throughout the project, implementing effective knowledge management practices required that participants widened and deepened the required knowledge base in five distinct areas: project management, the team, product/solution, the companies involved in the project, and the interaction with the external environment. The analysis also suggests as key requirements for effective knowledge management those relating to trust between the parties, key knowledge workers, and heavy dependence on new information and communication technologies.

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Paper provided by EconWPA in its series Industrial Organization with number 0211019.

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Length: 30 pages
Date of creation: 10 Nov 2002
Handle: RePEc:wpa:wuwpio:0211019
Note: Type of Document - pdf; to print on HP/PostScript/Franciscan monk; pages: 30
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  1. Cooper, Robert G., 1990. "Stage-gate systems: A new tool for managing new products," Business Horizons, Elsevier, vol. 33(3), pages 44-54.
  2. A. W. Coats, 1996. "Introduction," History of Political Economy, Duke University Press, vol. 28(5), pages 3-11, Supplemen.
  3. Radetzki, Marian, 1996. "Editor's introduction," Resources Policy, Elsevier, vol. 22(1-2), pages 1-4.
  4. Whitaker, Randall, 1996. "Managing context in enterprise knowledge processes," European Management Journal, Elsevier, vol. 14(4), pages 399-406, August.
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