Journal of Engineering, Project, and Production Management, 2019, 9(1), 48-55
The Role of the Knowledge Intermediary in Evangelical Project and Production Management Theories
Jaydeep Balakrishnan1 and Chun Hung Cheng2
1 Professor, Operations and Supply Chain Management Area, Haskayne School of Business, University of Calgary, Calgary, Alberta T2N1N4, Canada. E-mail: balakris@ucalgary.ca (corresponding author).
2 Director, Logistics and Supply Chain Multitech R&D Centre, 100 Cyberport Road, Hong Kong. E-mail: ch.cheng@hotmail.com
Project and Production Management
Received July 18, 2018; revised November 16, 2018; December 17, 2018; accepted December 18, 2018
Available online January 17, 2019
Abstract: Given the creation of different types of knowledge propositions in project and production management, we discuss what we call ‘evangelical’ propositions and what as knowledge intermediaries our role should be in its dissemination. We examine both proposition accuracy as well as the process by which the proposition was arrived at. We suggest strategies for knowledge intermediaries to adopt in order to achieve balance in evaluating these developments. Further, we support our suggestions by examining the development of the Theory of Constraints (TOC) and Critical Chain Project Management (CCPM) and the debate that has accompanied these, as a case study. The debate relates to how much of the knowledge proposition in these is really new and whether the method of developing the proposition was lacking in some sense. Knowledge intermediaries, those who are expected to play an important role in disseminating knowledge, will be better prepared to deal with similar innovations in a balanced manner, by analyzing the case of TOC/CCPM.
Keywords: Evangelical theory, theory of constraints (TOC), critical chain project management (CCPM), project scheduling, production scheduling.
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Citation: Balakrishnan, J. and Cheng, C. H. (2019). The Role of the Knowledge Intermediary in Evangelical Project and Production Management Theories. Journal of Engineering, Project, and Production Management, 9(1), 48-55.
DOI:
10.2478/jeppm-2019-0006
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