Integrating the Factors Affecting Knowledge Transfer within International Construction Projects: Individual and Team Perspectives

Abstract

Nowadays, competition in the international contracting market is becoming increasingly fierce, and knowledge has become one of the most important resources for international construction projects (ICPs). Academia and industry have gradually realized that members’ individual knowledge should be integrated into the project work process by interacting with different individuals, which is defined as the process of project knowledge transfer. However, there is still a lack of concrete and complete understanding of how factors from each dimension (i.e., individual, team, and communication) integrate to affect knowledge transfer within ICPs. The purpose of this research is to examine the key drivers that affect knowledge transfer within ICPs from both individual and team perspectives. Data were collected from 353 samples of 87 international construction projects from people who were participating or had participated in the projects. The results of structure equation modeling (SEM) analysis suggested that cultural distance among project members hinders the willingness to transmit and receive knowledge, whereas members’ prior stock of knowledge positively influences their transmittal willingness. Then, intercultural competence and effective learning mechanism affect knowledge transfer effectiveness (KTE) by positively influencing internal communication intensity. Additionally, the degree of trust affects KTE by positively influencing members’ transmittal and reception willingness. Last, the willingness to transfer knowledge has a direct positive impact on KTE and also affects KTE by positively influencing internal communication intensity. This study provides suggestions for international project managers and members to promote KTE, which is conducive to the knowledge flow and accumulation of project teams and construction companies. This study provides several practical implications for improving knowledge transfer effectiveness within international construction projects. Project managers and members can draw upon the results to select proper strategies to promote their knowledge-transfer activities. The following recommendations can be made from three aspects according to the transfer method: From the perspective of knowledge transfer between members, members are supposed to respect others’ cultural customs while maintaining good patience in communication. Also, project teams can hire compound talents with extensive professional knowledge to decrease the effect caused by members’ different knowledge levels. Last, project teams can strengthen relationship governance and cultivate mutual trust between employees. To improve knowledge transfer from project members to the team, project managers are expected to organize an open and inclusive cross-cultural team to improve cross-cultural competence. Moreover, a complete learning system can be established through which members can report their knowledge in a timely manner to the upper organization. Last, communication channels can be expanded to make employees communicate smoothly through seminars, mentoring, report meetings, and so on. In terms of knowledge transfer from the project team to members, teams can conduct more cross-cultural training and establish a scientific training support system. Then, a complete learning system can be established that enables the superior organization to convey knowledge to members quickly and clearly. Finally, international construction projects (ICPs) are supported to create a knowledge-exchange platform in which members can upload, browse, and download knowledge.