Abstract
Transferring knowledge across strategic projects is challenging. This study investigates how informal practices of members of the parent organization shape the transfer of knowledge across strategic projects. This was addressed through an in-depth case study of strategic projects in an innovation trajectory of a large public organization aiming to accelerate to transition towards circular construction. We identified five disabling practices: shaming and blaming, disconnecting, holding onto the department and project boundaries, fostering one-way relationships and avoiding internal conflict. Furthermore, we identified three enabling practices: supporting circular projects, sharing similarities across projects and integral visioning. The results contribute to the cross-project knowledge transfer literature by showing how members of partner organizations can enable or disable knowledge transfer across strategic projects. Furthermore, the results contribute to the strategic project literature by illuminating the importance of informal practices of members of the parent organization.
| Original language | English |
|---|---|
| Article number | 102590 |
| Pages (from-to) | 1-14 |
| Number of pages | 14 |
| Journal | International journal of project management |
| Volume | 42 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - Apr 2024 |
Bibliographical note
Publisher Copyright:© 2024 The Author(s)
Funding
The authors declare that financial support for this research was provided by the Dutch Research Council, under the number of 403.19.213. The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.
| Funders | Funder number |
|---|---|
| Nederlandse Organisatie voor Wetenschappelijk Onderzoek | 403.19.213 |
| Nederlandse Organisatie voor Wetenschappelijk Onderzoek |
Keywords
- Informal practices
- Knowledge transfer
- Parent organization
- Project-based organization
- Strategic projects