Tied islands

Tied islands: The role of organizational members in knowledge transfer across strategic projects

Eikelenboom, Manon (Vrije Universiteit Amsterdam)
van Marrewijk, A.H. (TU Delft Design & Construction Management; BI Norwegian Business School; Vrije Universiteit Amsterdam)

2024

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.

Informal practices
Knowledge transfer
Parent organization
Project-based organization
Strategic projects

http://resolver.tudelft.nl/uuid:ecb828d6-a9b0-4135-ada6-c769a1f88215

https://doi.org/10.1016/j.ijproman.2024.102590

0263-7863

International Journal of Project Management, 42 (3)

Institutional Repository

journal article

© 2024 Manon Eikelenboom, A.H. van Marrewijk