Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/218299 
Year of Publication: 
2004
Citation: 
[Journal:] South African Journal of Business Management [ISSN:] 2078-5976 [Volume:] 35 [Issue:] 2 [Publisher:] African Online Scientific Information Systems (AOSIS) [Place:] Cape Town [Year:] 2004 [Pages:] 15-24
Publisher: 
African Online Scientific Information Systems (AOSIS), Cape Town
Abstract: 
This paper summarizes the findings that answered the research questions, stated in Part I of this paper, in the previous edition of SAJBM. The primary research question - In what ways, if any, did the virtual KMT contribute to organizational learning? - was answered: Yes, through the successful completion of performance goals, which included measurable performance as well as learning.The major study findings and conclusions addressed in this paper are: (1) the dynamic interaction among the structural factors, and sense-making factors, human values and emotions plays a central role in effective organizational learning. Strong sense-making factors overcame weak or absent structuring factors, e.g., understanding the various roles internally and externally to BP, and the ability to create a conducive environment for the roles to truly add value, were important aspects which led to success; and, (2) a successful virtual project team, which has executive support and the necessary resources, has both learning- and performing components, and uses collaborative technology and complimentary infrastructures as enablers of that learning.
Persistent Identifier of the first edition: 
Creative Commons License: 
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Document Type: 
Article

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