INHIBITORS TO THE TRANSFER OF KNOWLEDGE GENERATED ON PROJECTS: A CASE STUDY WITHIN A CONSTRUCTION COMPANY

R Louw, H Steyn, C van Waveren

Abstract
Several studies indicate the value of knowledge management in improving organisational performance. While the benefits of effective knowledge management are undeniable, literature suggests that, due to the temporary nature of project teams, knowledge is generally not managed efficiently by project-based organisations.

This article explores the main inhibitors to effective knowledge transfer in a South African construction company. Implementation of knowledge management systems was lacking, but corporate culture and human factors had the greatest effect on knowledge transfer, and hence on project performance. In addition to inhibitors of knowledge transfer mentioned in literature, some additional inhibitors were identified and the effect that lack of knowledge transfer investigated.

Key phrases: Project management, construction projects; corporate culture; inhibitors; knowledge management; project performance.

Reference: Louw, R., Steyn, H. & Van Waveren, C. C. 2017. Inhibitors to the Transfer of Knowledge Generated on Projects: A Case Study within a Construction Company. Journal of Contemporary Management. 14. pp 986-1010.

Accreditation

Delegates who successfully complete the PPM and comply with the related assessment criteria are awarded certificates of completion by the University of Pretoria.

The PPM is recognized by the following:

PMI (Project Management Institute) – USA

ECSA (Engineering Council of SA)

SACPCMP (South African Council for the Project and Construction Management Professions)

SACNASP (South African Council for Natural Scientific Professionals)

PMSA (Project Management South Africa)

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Ntsako Baloyi
Ntsako Baloyi
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Patricia Mphane
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Professor Herman Steyn
Professor Herman Steyn
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