This thesis investigates the role of socialization in project learning within ProjectBased Organizations (PBOs) operating in the construction sector. Construction projects are characterized by complexity, uncertainty, and strict time and cost constraints, often resulting in knowledge fragmentation and the repeated loss of valuable experience between projects. The study aims to explore how tacit knowledge is transferred among practitioners and how socialization, as a peoplebased process, complements codification, the technology-driven approach to knowledge management.
A qualitative research design was employed, based on eight semi-structured interviews with professionals from Greece, Italy, and Iran. Using the Gioia methodology, 261 initial codes were condensed into 32 first-order concepts, six second-order themes, and two aggregate dimensions. The findings show that knowledge transfer occurs through both formal mechanisms, such as meetings, ISO-driven corrective actions, lessons-learned reviews, and informal interactions, including coffee breaks, shared meals, and mentoring. Informal socialization was found to build trust, strengthen relationships, and facilitate the exchange of tacit knowledge. However, barriers such as hierarchical structures, organizational silos, cultural differences, and time constraints limit effective communication and learning across projects.
The study concludes that while codification supports organizational knowledge management, it is insufficient for transferring tacit, experience-based knowledge. Socialization plays an indispensable role in fostering shared understanding and continuous learning. To enhance project learning, PBOs should strengthen mentorship programs, encourage cross-departmental collaboration, and cultivate trust and psychological safety. Embedding socialization into project routines can improve knowledge integration, reduce repetition of mistakes, and contribute to more efficient and sustainable project delivery.