TY - JOUR
T1 - Tied islands
T2 - The role of organizational members in knowledge transfer across strategic projects
AU - Eikelenboom, Manon
AU - van Marrewijk, Alfons
PY - 2024
Y1 - 2024
N2 - 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.
AB - 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.
KW - Informal practices
KW - Knowledge transfer
KW - Parent organization
KW - Project-based organization
KW - Strategic projects
UR - http://www.scopus.com/inward/record.url?scp=85192556137&partnerID=8YFLogxK
U2 - 10.1016/j.ijproman.2024.102590
DO - 10.1016/j.ijproman.2024.102590
M3 - Article
AN - SCOPUS:85192556137
SN - 0263-7863
VL - 42
JO - International Journal of Project Management
JF - International Journal of Project Management
IS - 3
M1 - 102590
ER -