An exploratory study of project teams' learning environment: Examination of norms, behaviors, and tools of the project manager

This study examined the relationship between the role of the project manager and learning within the project team. Little empirical research has been conducted on examining the structuring functions of the project manager's role in conjunction with project team's learning. The role of the project manager is becoming strategic in nature, and knowledge creation is needed for long-term survival of the organization (Copestake, 2000; Schwandt, 1995, 1996; Schwandt & Marquardt, 2000; Senge, 1994; St. Germain, 1997).; This study is grounded in Parsonian action theory (1951) and Giddens' structuration theory (1984), and it looked at the structuring variables associated with the project manager's role in the learning within the project team (Schwandt, 1995, 1997; Schwandt & Marquardt, 2000). The structuring variables associated with roles can be represented through role definition and the project manager's norms, behaviors, and tools. Twenty-two project managers and 20 project team members, drawing from Schwandt's learning model (1995, 1997; Schwandt & Marquardt, 2000), as measured by the Organizational Learning Survey (Johnson, 2000), provided data concerning the processes for creating project team learning. A quantitative approach was employed as a research design method. The unit of analysis was the role of the project manager. The study addressed two questions: (1) Is there a relationship between the role of the project manager and overall learning perception within the project team? And (2) does the role disseminate and diffuse information within the project team? Pearson product correlation, Cronbach alpha, and multiple regression analysis utilizing SPSS were employed to analyze the data. As a result of this study, the researcher concluded that, within the boundaries of this study and this project management sample group, (a) there was an overall perception that the project manager's role contributes to organizational learning; (b) the project manager's role disseminates and diffuses information and provides structure and process for the project team to implement the team's goals and objectives further supporting Schwandt's Organizational Learning Theory and Model (1995, 1997; Schwandt & Marquardt, 2000).