Factors Affecting Knowledge Transfer between Project Managers: A

Conceptual Framework

Nontouch Srisuksa

, Mongkolchai Wiriyapinit

and Pattarasinee Bhattarakosol

Technopreneurship and Innovation Management Program, Graduate School, Chulalongkorn University, Bangkok, Thailand

Department of Commerce, Chulalongkorn Business School, Chulalongkorn University, Bangkok, Thailand

Department of Mathematics and Computer Science, Faculty of Science, Chulalongkorn University, Bangkok, Thailand

Keywords: Knowledge Transfer, Knowledge Transfer Factor, Project Manager, Project Management.

Abstract: The purpose of this study is to identify factors from the literature review that influence knowledge transfer

among project managers at all levels. Findings indicate nine factors to potentially benefit knowledge transfer

amongst project managers. They can be used by project managers involved in government agencies and

private sector organizations as a preliminary guidance for the practice, improvement, and growth of project

managers in order to achieve a competitive edge in business.

1 INTRODUCTION

Innovative technology has evolved swiftly, and the

market is intensely competitive nowadays. As a

result, corporations have pushed for digital

transformation to enhance product sales and

profitability, streamline workflows, and increase

customer engagement (Barthel & Hess, 2019; Kohli

& Melville, 2018). Organizations must adapt their

strategy, structure, and culture to the changing area

(Matt, Hess, & Benlian, 2015). Apparently, the

corporate world is undergoing a major digital shift

(Chaffey, 2020).

The digital transformation is a collection of

projects that are deliberately linked to digital

technology in order to alter the way an organization

employs computer software and technology

(Bloomberg, 2018). Mostly as result, the business

should manage software projects efficiently, which

will increase the likelihood of project success.

Additionally, because each project has a unique

timeframe, scope, and budget, there is frequently a

project manager assigned to oversee the project's

impact and control operations, as well as project

members working within the framework of the

project manager's protocols and standards

(Kaleshovska & Pulevska-Ivanovska, 2019).

Involvement of the project manager in project

https://orcid.org/0000-0001-6890-3140

member performance increases unity and operational

efficiency of teamwork (Nootjarat, 2014) to ensure

project success, achieve the goal, meet the standards,

and create value to the business, ultimately propelling

the organization forward and ensuring long-term

success (PMI, 2017).

To ensure enterprise success, project managers

must have a wide range of project management skills,

including communication, management, leadership,

and people skills (Alvarenga, Branco, Guedes,

Soares, & Silva, 2019). The project managers can

build those skills from theory training, on-the-job

training, and knowledge transfer by top-notch project

managers. Today's enterprises require project

management skills and techniques to handle project

management knowledge (Yeong & Lim, 2011).

Knowledge management is an integration of the

four aspects (organizational culture, people, process,

and technology) in procuring, presenting, applying

knowledge to suit organizations' needs, in the form of

knowledge assets. It is in contact with knowledge and

then utilizes it to make possible the development,

expansion, and creation of new opportunities in the

future (Quintas, Lefrere, & Jones, 1997). The

management of knowledge is divided into four stages:

knowledge generation, knowledge representation,

knowledge accessibility, and the most essential stage,

knowledge transfer (Liyanage, Elhag, Ballal, & Li,

2009; Thomas & Pretat, 2009). In every project, tacit

Srisuksa, N., Wiriyapinit, M. and Bhattarakosol, P.

Factors Affecting Knowledge Transfer between Project Managers: A Conceptual Framework.

DOI: 10.5220/0010710900003064

In Proceedings of the 13th International Joint Conference on Knowledge Discovery, Knowledge Engineering and Knowledge Management (IC3K 2021) - Volume 3: KMIS, pages 211-218

ISBN: 978-989-758-533-3; ISSN: 2184-3228

211

knowledge is embedded in the mind of project

personnel and transferring it is vital for organizations

of all types and sizes (R. J. I. J. o. E. Chugh &

Systems, 2017).

In terms of the sender and the receiver, knowledge

transfer is distinct from learning in general. While

learning entails the receiver acquiring the sender's

information, knowledge transfer entails the receiver

acquiring the sender's knowledge and branching out

from it (Gick & Holyoak, 1987). A successful

knowledge transfer process enables firms to gain a

competitive edge (Argote & Ingram, 2000; Osterloh

& Frey, 2000)

For decades, researchers in several fields have

investigated the knowledge transfer in numerous

circumstances, including in the education of children

in the elementary grades (Brown, Sharpe, &

Andrews, 2020), transfer of knowledge in financing

the private sector (Carrillo, Robinson, Anumba, &

Bouchlaghem, 2006), transfer of knowledge in the

creative industry (Dameri & Demartini, 2020),

transfer of knowledge in energy technology

companies (Haglund & Wåhlberg, 2015), transfer of

knowledge between projects through PMO (Tshuma,

Steyn, & Van Waveren, 2018), transfer of knowledge

in universities (R. Chugh, 2018) and so forth.

However, only a few types of research have

looked into knowledge transfer between project

managers, and the vast majority of project managers

have not been properly trained or transferred project

management best practices (Carbone & Gholston,

2004). The whole investigation leads to this question:

what factors influence the knowledge transfer

between project managers?

2 LITERATURE REVIEW

The authors have carried out an integrative review that

summarises past empirical or theoretical literature to

provide a more comprehensive understanding of a

particular phenomenon (Broome, 1993).

2.1 Knowledge Transfer Meaning

According to Quinn, Anderson, and Finkelstein

(1998), knowledge transfer is a stage in knowledge

management that is circulated within an organization

that takes place between individuals and groups. It

starts with defining the vision, mission, and values

that create a knowledgeable work environment to

share knowledge and accumulate knowledge at all

levels until it reflects the behavior of knowledge

transfer through the collaboration of organization

members. This is consistent with Argote and Ingram

(2000)'s research describing that knowledge transfer

is the process of passing from one thing (person,

group, department) through experience to another.

Zarinpoush, Von Sychowski, Sperling, and Li (2007)

said that knowledge transfer would occur in either

direction (one way) to pass knowledge between those

who know and those who are interested or need that

knowledge.

Knowledge transfer is a frequent activity in

knowledge management, such as training new

employees, professional coaching and mentorship

programs, corporate libraries, and coworkers

discussing operations. Today's knowledge transfer is

based on computer technology and expert systems. It

offers a more convenient and easier manner to convey

knowledge (Garavelli, Gorgoglione, & Scozzi, 2002).

The knowledge transfer process should be a circle

that generates fresh knowledge and competitive

advantage (Liyanage et al., 2009).

Organizations can profit from a successful

knowledge transfer process in many ways (Meixell,

Shaw, & Tuggle, 2002):

 Reduce repetitive mistakes in the work.

 Increase the quality of work by improving

operational guidelines.

 Increase the speed of decision making on

various matters

 Reduce the cost of work

 Reduce employee training and learning time

 Create innovation in the organization

Numerous previous studies have examined the

elements affecting knowledge transfer.

According to

Liyanage et al. (2009), the factors can be classified

into the following categories.

 Receiver: consists of the ability to absorb

knowledge and willingness to learn.

 Modes of knowledge transfer: divided into four

categories based on the concept of Nonaka and

Takeuchi (1995)

 Source: contains the knowledge and

willingness to transfer knowledge

 Performance measurement: including quality,

precision, and success of knowledge transfer.

 Influence factors: consist of motivation,

technology, and culture.

 Networking: both in terms of individuals,

teams, organizations, and inter-organizations.

Zarinpoush and Gotlib Conn (2006) identify the

following factors as being similar:

 Recipient (audience) or the person who has

received the knowledge. This could be either a

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community leader, media representative,

academic, government, non-profit

organization, and volunteer.

 knowledge transmitted (message), which

should be concise, clear, and practical. Such

messages should be consistent with the body of

knowledge and can be referred to, not just

personal research

 Sender (messenger) or a person who transmits

knowledge. transferring knowledge will

effectively be enhanced if the messenger is

credible.

 Activity, especially the ones related to face-to-

face talking which will be interactions better

than other methods. The more interactions with

the recipient, the higher the efficiency of

knowledge transfer. Examples of activities

include website development, presentations

through workshops, training, report writing,

various training documents, discussion and

meeting through video conferences, seminars,

field trips, interviews.

 The effect of external factors, including impact

measurement to reflect on the effectiveness of

knowledge transfer.

A similar approach is offered by Lavis,

Robertson, Woodside, McLeod, and Abelson (2003)

who define five factors that affect the knowledge

transfer in the context of research from the

researchers to the director including target audience,

message, messenger, process, and communication

structure and evaluation.

From the view of activities and communication, it

was found that the factors of Zhao, Zuo, and Deng

(2015) are consistent with the preceding concepts,

namely the context of the recipient, the context of the

messenger, the ability to transfer knowledge, the

context of the work to be conveyed and relationship

of both parties, which is in line with the concept of

Ali, Al‐Salti, and Hackney (2011)

concluding the

factors of knowledge transfer in the context of

outsourcing IT projects, which are details of the hirer

group, details of the outsource group, details of

knowledge, and the relationship between the two

groups, together with the concept of Ibidunni,

Kolawole, Olokundun, and Ogbari (2020) describing

two factors in the context of small and medium-sized

entrepreneurs, namely how knowledge is transferred,

and social networking, which is endorsed by Reagans

and McEvily (2003) explaining that social cohesion

and network range of the two parties will enhance

knowledge transfer. In addition, Bellini, Aarseth, and

Hosseini (2016) proposed three additional factors

from the view of activities, which are the cooperation

of both parties, open communication, and trust. This

is consistent with research by Glaser, Blake,

Bertolini, te Brömmelstroet, and Rubin (2021) that

suggests the factor in the field trip learning context:

personal learning, activities that integrate knowledge,

flexibility, and participatory leadership

Given the recipient and the messenger, Davenport

and Prusak (1998) describe two factors primarily

affecting the transfer of knowledge, consisting of the

knowledge of the messenger. and the ability to absorb

the knowledge of the recipient. This corresponds to

two factors of Argote and Ingram (2000), including

the messenger who knows the context in the situation

and the recipient's ability to adapt knowledge to the

context. Lockett, Kerr, and Robinson (2008) has also

proposed five factors related to this view, consisting

of the clustering of knowledge, knowledge transfer

management and evaluation, trust, and motivation

and reward from knowledge transfer while Osterloh

and Frey (2000) describe that intrinsic motivation is

an important factor in the transfer of embedded

knowledge.

while considering the content and knowledge to

be conveyed, the factors described by Bacon,

Williams, and Davies (2020) contains the relationship

characteristics of the recipient and the messenger, the

context of the organization that has an impact on

knowledge transfer, and knowledge content. This is

in line with the concept of Simonin (2004) that

contains knowledge transfer consistency, knowledge

transfer willingness to learn, and the clarity of

knowledge. Porrawatpreyakorn, Quirchmayr, and

Chutimaskul (2009) has proposed covering the

different views: understand the benefits of knowledge

transfer, incentives for receiving and sending

messages, the ability of the recipient and messenger,

the credibility of the messenger, the ability to absorb

the knowledge of the recipient, knowledge transfer

techniques, relationships, and comprehensive

communication.

In addition, from the perspective of the

surrounding environment,

Al-Gharibeh (2011)

suggests the key factor of knowledge transfer in the

context of telecommunication companies: knowledge

strategy, knowledge leadership, Information

technology, and culture. This corresponds to the

factors of Sarker, Sarker, Nicholson, and Joshi (2003)

that include communication methods, the ability of

the recipient and the messenger, the credibility of the

messenger, and the culture of both parties while the

factors of Karlsen and Gottschalk (2015) consist of

knowledge transfer method and culture. Ajmal and

Koskinen (2008); Eskerod & Skriver, 2007 stated that

Factors Affecting Knowledge Transfer between Project Managers: A Conceptual Framework

213

the key factor in successful knowledge transfer for an

organization is culture.

The authors described the meaning of knowledge

transfer as the transfer of experience and expertise

from a messenger to a recipient under one setting in

order to allow the receiver to be the expert in their

own context based on the findings of the literature

review on this topic.

2.2 Knowledge Transfer in Project

Management

Before discussing knowledge transfer in Project

Management, the authors would like to describe the

term project manager. According to Sane (2019), a

project manager is a position in charge of project

management related to various businesses or

industries such as construction, research, software,

etc. This includes planning, operation, inspection,

control, as well as project closure. The project

manager is responsible for the overall projects from

the goal setting, project personnel management,

resource stewardship, and making projects successful

by using the project manager's skills, techniques, and

tools to help keep the business moving. Project

success depends on the skills of the project manager

primarily (Millhollan & Kaarst-Brown, 2016).

However, discussion on project knowledge

transfer can be found in extensive study such as

Ekambaram and Økland (2018)'s research to study

environmental factors that affect the transfer of

knowledge in project management. The research of

Tshuma et al. (2018) establishes a conceptual

framework for the process of project management

knowledge transfer between projects using the

Project Management Office (PMO) agency. Haglund

and Wåhlberg (2015) have studied issues arising from

the transfer of knowledge from project completion to

the future project. Voigt (2009) studies the process of

knowledge transfer of outsourcing project

management to pass on their knowledge to the

internal staff, which is similar to the research of

Hlova (2019) that studies management framework to

transfer knowledge from one outsource project to

another one. Wei and Miraglia (2017) state that the

transfer of project management knowledge from

previous construction projects to new construction

projects to provide knowledge flow helps to better

project management by reducing the repetition of

problems in the project, reduce costs and losses, and

brings about innovative project management that

affects the reputation of the organization in attracting

new customers as well.

Considering from the view of the recipient, Zhao

et al. (2015) offer ideas about factors affecting

knowledge transfer of project management including

ability to pass on knowledge of project members,

context of the transmitted material, context of the

team involved in the knowledge transfer, and the

relationship of the project members.

Vinke-de Kruijf,

Hulscher, and Bressers (2013) expand on the

relationship factor by research on knowledge transfer

of flood warning project from the Netherlands to

Romania and found that the tight interaction of two

project teams will stimulate the knowledge transfer as

well. This corresponds to the factors of Zhao et al.

(2015) that consist of recipient context, messenger

context, ability to transfer knowledge, the context of

the work to be transmitted, and the relationship of the

two parties at the time. While Bakker, Cambré,

Korlaar, and Raab (2011) studied the knowledge

transfer from the project to the organization and

found that the ability to absorb knowledge is an

important factor in the project management

knowledge transfer.

From the view of the messenger who transmits

knowledge, Waveren, Oerlemans, and Pretorius

(2014) examine the factors of knowledge transfer in

organizations that focus on project management,

which can be divided into three components:

knowledge transfer mechanism, the success of the

transfer, and the type of knowledge to be transmitted,

while Disterer (2002) mentions obstacles in the

process of project management knowledge transfer

from the old project to the new project which consists

of lack of focusing on project documents, lack of

employee motivation, and lack of understanding the

benefits to transferring knowledge to others. This is

in line with the research of Landaeta (2015), who

studied the relationship between the degree of

willingness to transfer knowledge across projects and

project performance by the survey data over 46

projects and found that the intention of knowledge

transfer across the project resulted in increased

project management efficiency.

If considered given the environmental factors,

Karlsen and Gottschalk (2015) studied factors that

affect knowledge transfer between projects which are

knowledge transfer practice and culture. Ajmal and

Koskinen (2008) state that the most important factor

in successful knowledge transfer for project

management is the adaptation of the project culture to

the organizational culture as Bellini et al. (2016)

describes the factors affecting the knowledge transfer

in project management which are project members

cooperation, open communication in the project, and

trust in the project. This is consistent with research by

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Ren, Yan, Wang, and He (2019) that describes some

factors including meeting methods, rewards, project

nature, communication, shared culture, and the trust

of the project team which is a factor that promotes

knowledge transfer between projects while Disterer

(2002) mentions the factors that support knowledge

transfer which are lessons learned documentation

from the project and technology used for the

knowledge documents management in the project.

Also, the authors touch on the notion of

knowledge transfer with regard to project

management by looking at the process of transfer in

Owen, Burstein, and Mitchell (2014) which explain

the process of knowledge transfer in the context of

project management consisting of project planning

based on experience gained from previous projects,

implementation as planned, lessons learned, and build

familiarity with new knowledge following Hlova

(2019), who researches about the process of

transferring knowledge in the context between

external contractors of projects related to information

technology and organized into 4 steps:

 Determine the source of knowledge including

both at the organization level and the team

level, from the contract documents, source

code, work process, technical information,

project documents to the personal level, which

is the most important part of the knowledge

transfer, consisting of discussions, face-to-face

interactions, and various forums where

individual works are presented

 Determine the appropriate transferees and

transferors from the sales department, legal

department, finance department, executives,

project managers to the experts like software

engineers and software developers.

 Conducting knowledge transfer through

discussions, meetings and storing knowledge in

various documents such as technical

documents and training documents

 Assess whether the knowledge transfer was

effective or not by looking at the results of the

next delivery.

2.3 Knowledge Transfer for Project

Manager

For years, an attempt was made to explore the

connection between knowledge transfer and project

managers., such as research of Eskerod and Skriver

(2007) which states that project managers have

barriers to knowledge transfer between them because

each person receives experience and culture of

projects at a different

level, Mannan, Haleem, and

Jameel (2013) indicate that the project manager is

responsible for the integrated management of

knowledge and transfer

body of knowledge that is

easy to use in organization culture context, etc.

However, it is not research on the factors affecting the

transfer of knowledge specific to project managers.

3 FINDING

The authors integrate and group all factors based on

the literature review from all perspectives as

summarized in table 1. This table reveals factors

according to knowledge transfer components along

with related authors. Based on these factors, the

conceptual framework is shown in figure 1. The

outcomes of this study's framework will be

knowledge transfer guidelines for project managers at

all levels. It aids in the development of knowledge

and aptitude, facilitates the creation of commercial

prospects, and aids in the acquisition of a competitive

edge (Argote & Ingram, 2000)

Figure 1: Conceptual Framework.

4 DISCUSSION AND

CONCLUSIONS

The goal of this study is to determine the factors that

influence knowledge transfer among project

managers at all levels. Findings generate nine factors

based on the comprehensive literature review and

offer the conceptual framework. Moreover, findings

indicate that nine factors influenced knowledge

transfer between project managers positively. The

findings of this research can benefit both academic

Factors Affecting Knowledge Transfer between Project Managers: A Conceptual Framework

215

Table 1: Factors affecting knowledge transfer between project managers.

Components Facto

s Autho

Messenger Competency and

knowledge transfer

level

(Ali et al., 2011; Davenport & Prusak, 1998; Glaser et al., 2021;

Ibidunni et al., 2020; Karlsen & Gottschalk, 2015; Liyanage et al.,

2009; Porrawatpreyakorn et al., 2009; Sarker et al., 2003; Zarinpoush

& Gotlib Conn, 2006; Zhao et al., 2015)

Motivation and

intention to transfer

knowled

(Argote & Ingram, 2000; Liyanage et al., 2009; Lockett et al., 2008;

Osterloh & Frey, 2000; Porrawatpreyakorn et al., 2009; Simonin,

2004)

Clear knowledge

detail, clustering, and

contex

(Al-Gharibeh, 2011; Ali et al., 2011; Bacon et al., 2020; Lockett et

al., 2008; Simonin, 2004; Zarinpoush & Gotlib Conn, 2006; Zhao et

al., 2015)

Recipient Absorptive capacity

level

(Ali et al., 2011; Argote & Ingram, 2000; Davenport & Prusak, 1998;

Glaser et al., 2021; Liyanage et al., 2009; Porrawatpreyakorn et al.,

2009; Sa

ker et al., 2003; Zhao et al., 2015)

Motivation and

intention to receive

knowled

(Glaser et al., 2021; Liyanage et al., 2009; Lockett et al., 2008;

Osterloh & Frey, 2000; Porrawatpreyakorn et al., 2009; Simonin,

2004)

Trust in messenger

(Ali et al., 2011; Bacon et al., 2020; Bellini et al., 2016; Glaser et al.,

2021; Ibidunni et al., 2020; Lockett et al., 2008; Porrawatpreyakorn

et al., 2009; Reagans & McEvily, 2003; Zarinpoush & Gotlib Conn,

2006; Zhao et al., 2015)

Environment

Similarities of

messenger's and

recipien

's culture

(Ajmal & Koskinen, 2008; Al-Gharibeh, 2011; Bacon et al., 2020;

Eskerod & Skriver, 2007; Karlsen & Gottschalk, 2015; Liyanage et

al., 2009; Quinn et al., 1998; Sarker et al., 2003)

Knowledge transfer

technolo

level

(Al-Gharibeh, 2011; Liyanage et al., 2009; Lockett et al., 2008;

Zarinpoush & Gotlib Conn, 2006)

Open communication

level

(Bellini et al., 2016; Porrawatpreyakorn et al., 2009; Sarker et al.,

2003; Zarinpoush & Gotlib Conn, 2006)

and practical perspectives. For academic standpoint,

this study shows the elements of knowledge transfer

between project managers and building a body of

knowledge at an individual level. It illuminated

potential factors from three angles: messenger,

recipient, and environment. These insights can be

used to future research in other areas. For a practical

sense, these findings signal the components in

knowledge transfer amongst project managers. In this

setting, the traits of the messenger and recipient have

been exposed. It also demonstrates that the

environment plays a vital part in knowledge transfer,

indicating the appropriate potential element in such a

circumstance. Project managers involved in

government entities and private enterprises can use

the factors as recommendations for project manager

practice, improvement, and development in order to

gain a competitive edge in the market. As this is a

review of the literature and the conceptual framework

has not been tested, it is not generalisable and testing

is recommended.

ACKNOWLEDGEMENT

This research is supported by the Overseas Academic

Presentation Scholarship for Graduate Students from

Chulalongkorn University's Graduate School.

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