How knowledge sharing contributes to project portfolio success: Empirical analysis of construction firms in China
International Journal of Managing Projects in Business
ISSN: 1753-8378
Article publication date: 6 August 2019
Issue publication date: 29 October 2020
Abstract
Purpose
The purpose of this paper is to investigate the relationship between knowledge sharing and project portfolio success in Chinese construction firms. It also examines how and under what conditions knowledge sharing contributes to project portfolio success.
Design/methodology/approach
The authors collected questionnaire survey from 178 construction enterprises in China that manage project portfolio as a main form of their business. Hierarchical multiple regression was used to test the proposed framework.
Findings
The empirical results indicate that all three types of knowledge sharing (knowledge sharing within the project, knowledge sharing among projects and knowledge sharing within the organization) are positively related to project portfolio success. Portfolio management quality (PMQ) conduits the impact of knowledge sharing on project portfolio success. Furthermore, portfolio interdependency moderates the main effect.
Originality/value
This research is among the first to explicitly differentiate three types of knowledge sharing existing in project portfolios. Also, this research contributes to the literature on the antecedents of project portfolio success by showing the effect of knowledge sharing. Furthermore, this study empirically contributes to portfolio management research by clarifying the critical role of PMQ and portfolio interdependency in the mechanism of knowledge sharing and project portfolio success.
Keywords
Acknowledgements
This work was supported by the National Natural Science Foundation (NSFC) Programs of China (No. 71672095)
Citation
Jiao, Y., Saeed, M.A., Fu, S. and Wang, X. (2020), "How knowledge sharing contributes to project portfolio success: Empirical analysis of construction firms in China", International Journal of Managing Projects in Business, Vol. 13 No. 7, pp. 1600-1616. https://doi.org/10.1108/IJMPB-10-2018-0221
Publisher
:Emerald Publishing Limited
Copyright © 2019, Emerald Publishing Limited