Knowledge transfers and project-based learning in large scale infrastructure development projects: an exploratory and comparative ex-post analysis. Issue 3 (April 2017)

• Record Type: Journal Article
• Authors: Aerts, Geoffrey; Dooms, Michaël; Haezendonck, Elvira
• Is Part Of: International journal of project management. Volume 35:Issue 3(2017)
• Page Start: 224
• Page End: 240
• Publication Date: 2017-04
• Subjects: Public sector management -- Public–private partnership -- Project management -- Knowledge transfer -- Knowledge management -- Organisational learning; Project management -- Periodicals; Network analysis (Planning) -- Periodicals; 658.40405
• DOI: 10.1016/j.ijproman.2016.10.010
• Languages: English
• ISSNs: 0263-7863

Abstract

Abstract: In order to apprehend how employees (managers and engineers) active in state-owned enterprises (SOE) learn from and share working experience in large-scale infrastructure development projects, this research analyses the project-based knowledge transfer and learning that occurred in two complex infrastructure (PPP) projects. Using face-to-face interviews with both internal and external project participants, an ex-post comparative analysis is made of two large-scale Belgian rail infrastructure projects. The results indicate that transferring the public sector project teams from one project to another allows for inter-project learning to take place. The knowledge transfers from the project setting to the state-owned enterprise are mainly the transfer of individual and tacit knowledge focussing more on (inter-) personal and individual learning, than on organisational learning. The latter is caused by the limited perceived strategic value of the researched projects, because of their public–private partnership (PPP) finance structure. As such, project-based organisational learning for these large-scale infrastructure (LSI) projects remains underdeveloped. Highlights: Knowledge at the SOE remains tacit. There is little attention for the creation or expansion of the existing knowledge base. Explicit, organisational project management knowledge is not captured. Reasons are the unjustifiable investments and/or lack of perceived alignment with the core strategic objectives of the SOE.