Integrated Framework of Horizontal and Vertical Cross-Project Knowledge Transfer Mechanism within Project-Based Organizations

AbstractAlthough the importance of cross-project knowledge transfer (CPKT) is increasingly valued from academia and industry, the research on the integrated CPKT mechanism within project-based organizations (PBOs) including horizontal transfer and vertical transfer is still in the early stage. This...

Full description

Saved in:
Bibliographic Details
Published in:Journal of management in engineering 2020-09, Vol.36 (5)
Main Authors: Zhou, Qianwen, Deng, Xiaopeng, Hwang, Bon-Gang, Ji, Wenying
Format: Article
Language:English
Subjects:
Context
Knowledge
Knowledge management
Literature reviews
Multivariate statistical analysis
Organizational aspects
Organizations
Technical Papers
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:AbstractAlthough the importance of cross-project knowledge transfer (CPKT) is increasingly valued from academia and industry, the research on the integrated CPKT mechanism within project-based organizations (PBOs) including horizontal transfer and vertical transfer is still in the early stage. This paper aims to explore how critical factors affect the effectiveness of horizontal and vertical CPKT and how to form the CPKT mechanism within PBOs. First, a theoretical model and 14 hypotheses were proposed based on the literature reviews and the pilot study carried out. Then, structural equation modeling (SEM) was done to examine the influencing factors and their relationships with the effectiveness of knowledge transfer according to the data collected from a survey questionnaire developed for this study. The results indicated that the project task context (i.e., temporary nature and time urgency) plays a negative role in the willingness to transfer knowledge. The organizational management context (i.e., organizational climate and incentive mechanism) promotes the increase of transfer intention, which further positively impacts the transfer effect. The trust relationship also has a positive effect on project teams’ willingness to transfer knowledge. Additionally, the richness of transfer channels provides convenience for knowledge-exchange activities between projects, thus enhancing the effectiveness of CPKT. This research not only offers recommendations for project managers and company executives to promote CPKT within PBOs but also contributes to the development of a theoretical framework for knowledge-transfer theory.
ISSN:0742-597X
1943-5479
DOI:10.1061/(ASCE)ME.1943-5479.0000828