The role of inter-team relational coordination in the high-performance work systems–team performance linkage

Knowledge sharing in project work: the dynamic interplay of knowledge domains and skills

Purpose

This study aims to illuminate the currently poorly understood inflow of knowledge originating from project managers across the value chain of construction projects. The primary purpose is to identify the domains of knowledge that project managers’ need to share in their management activities, the skills they need to develop in their sharing practices and how these relate to each other across different phases of a construction project.

Design/methodology/approach

Knowledge domains, skills and the relationships between them were identified following an inductive methodology, a combination of grounded theory and case study, and through the analysis of semi-structured interviews with 21 project managers and participants within a single construction project.

Findings

The outcome is a novel framework that theorizes the dynamic interplay between knowledge domains and the skills that facilitate knowledge sharing (KS) for successful project work throughout the construction project.

Originality/value

The combined effects of task heterogeneity, knowledge interdependencies and temporariness require paying increased attention to how knowledge domains and KS skills impact project performance. This paper addresses gaps in developing an integrative understanding of the nature of the domains of knowledge that need to be shared in a project context, the key skills contributing to KS and more importantly, how they evolve and are interpreted and reinterpreted throughout the project and assist KS practice in projects.