{"title":"绑在一起的岛屿：组织成员在跨战略项目知识转移中的作用","authors":"Manon Eikelenboom , Alfons van Marrewijk","doi":"10.1016/j.ijproman.2024.102590","DOIUrl":null,"url":null,"abstract":"<div><p>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.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 3","pages":"Article 102590"},"PeriodicalIF":7.4000,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000322/pdfft?md5=0e77fb33dfcfe97ae126db7cf26ae848&pid=1-s2.0-S0263786324000322-main.pdf","citationCount":"0","resultStr":"{\"title\":\"Tied islands: The role of organizational members in knowledge transfer across strategic projects\",\"authors\":\"Manon Eikelenboom , Alfons van Marrewijk\",\"doi\":\"10.1016/j.ijproman.2024.102590\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><p>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.</p></div>\",\"PeriodicalId\":48429,\"journal\":{\"name\":\"International Journal of Project Management\",\"volume\":\"42 3\",\"pages\":\"Article 102590\"},\"PeriodicalIF\":7.4000,\"publicationDate\":\"2024-04-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://www.sciencedirect.com/science/article/pii/S0263786324000322/pdfft?md5=0e77fb33dfcfe97ae126db7cf26ae848&pid=1-s2.0-S0263786324000322-main.pdf\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"International Journal of Project Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S0263786324000322\",\"RegionNum\":1,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"International Journal of Project Management","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0263786324000322","RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
Tied islands: The role of organizational members in knowledge transfer across strategic projects
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.
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The International Journal of Project Management is recognized as a premier publication in the field of project management and organization studies. Our main objective is to contribute to the advancement of project management and project organizing through the publication of groundbreaking research.
We are dedicated to presenting fresh insights and new knowledge in various domains, including project management, program management, portfolio management, project-oriented organizations, project networks, and project-oriented societies. We actively encourage submissions that explore project management and organizing from the perspectives of organizational behavior, strategy, supply chain management, technology, change management, innovation, and sustainability.
By publishing high-quality research articles and reviews, we strive to revolutionize the academic landscape and propel the field of project management forward. We invite researchers, scholars, and practitioners to contribute to our journal and be a part of the progressive development in this exciting field.
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