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This article describes advances in the study of knowledge transfer (KT) in project-based organizations (PBOs). Project management offices (PMOs) have both a moderation role and a mediation role to play in KT between projects. In order to improve KT between projects, this paper explores the mediation role of the PMO in the transfer of knowledge with different levels of articulability. The aim is to improve the usability of transferred knowledge.

The case study method was used to investigate KT in five-divisional PMOs within a multinational engineering and project management PBO. Fifteen semi-structured interviews were conducted and the results were analysed using ATLAS.Ti (a computer-aided qualitative data analysis software).

The findings show that it is the way in which the PMO structures knowledge management (KM) infrastructure and processes, which determines the success of its mediation role in the transfer of tacit and explicit knowledge between projects. The articulability of knowledge influences the PMO's mediation role and the PMO's mediation role in turn improves the usability of knowledge, thereby creating a conducive environment for a competitive advantage.

This study offers a framework to assist scholars and practitioners to understand the mediation role of the PMO in the transfer of knowledge with different levels of articulability within the projects environment. Such understanding can improve the usability of transferred knowledge, thereby creating a competitive edge for a PBO. The study shows that the PMO can be used as an instrument for KT between projects, a theme that was not found in literature. The paper thus offers new empirical information.

The aim of this study is to provide some important insights for knowledge stickiness from the perspective of the characteristic of knowledge and the people engaged in the knowledge transfer. It proposes an empirical model about factors that influence knowledge stickiness.

Based on knowledge-based view (KBV), this paper systematically elaborated the research model, and then conducted a survey to test the hypotheses. Data were collected by face-to-face interviews in R&D team of knowledge-intensive firms in China. The empirical results generally support the proposed hypotheses.

The paper provides empirical insights about how the knowledge transfer willingness, transfer ability, knowledge residence, knowledge articulability and absorption ability affect the knowledge stickiness in the process of knowledge transfer in R&D team.

This paper provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically.

The proposed framework helps to understand what factors impact knowledge stickiness in R&D teams. Furthermore, the research also provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically from both aspects of characteristics of knowledge itself and people involved in knowledge transfer.

This study, grounded on KBV, constructs a countermeasure model of weakening knowledge stickiness, which contributes to an understanding of factors leading to the success or failure of knowledge transfer. It eventually theoretically extends the KBV of the firm and commits to improve the efficiency and effectiveness of knowledge transfer practically.

The purpose of this paper is to address important but unresolved questions regarding how different knowledge transfer processes and characteristics affect knowledge transfer effectiveness (KTE). This study, which draws on an integrative knowledge management framework, forces us to reconsider successful knowledge transfer within organizations.

The data for this study were obtained through an interview survey of 117 firms in China. The questionnaire was adapted from several previous studies on processes, characteristics, and effectiveness of knowledge transfer. A regression method was conducted to test all hypotheses.

The findings show that both structured and unstructured knowledge processes has positive effects on KTE. Furthermore, knowledge embeddedness and articulability differently moderate the relationship between transfer processes and effectiveness.

The paper contributes to knowledge management theory by providing an integrative framework on how organizations can facilitate KTE by conducting appropriate transfer processes aligned with differentiated knowledge characteristics. Further, this study investigates the “fit” between knowledge transfer processes and characteristics.

This paper provides a comprehensive assessment of the influencing factors on knowledge transfer through meta-analysis with an emphasis on the influence of cultural contexts.

The approach involved the evaluation and analysis of 69 published empirical studies and the categorization of these studies into two groups based on different cultural contexts as described by Hofstede. A meta-analytic approach was then employed to provide a comparative analysis of the categorized studies.

The results of the meta-analysis of the influencing factors of knowledge transfer are consistent with the results obtained in most previous studies, indicating a maturation of research in this area. Influencing factors such as knowledge ambiguity, tie strength, trust, and common cognition are shown to impact knowledge transfer in different cultural contexts, particularly with regard to the individualism-low power distance and collectivism-high power distance dimensions defined by Hofstede.

This analysis was limited to the correlation between the influencing factors and the general performance in knowledge transfer and did not specifically address more detailed dimensions such as efficiency and effectiveness. In addition, this analysis was restricted to the cultural contexts of only two cultural dimensions. However, the review of this broad range of studies provided sufficient data to allow an in-depth analysis of related influencing factors and helped to illustrate and exemplify the influencing mechanisms of culture on knowledge transfer.

The results presented in this paper can help managers working in cross-cultural environments to understand the key influencing factors that affect knowledge transfer in the workplace. By understanding these factors, managers can more effectively implement methods and procedures that improve cross-cultural knowledge transfer in the work environment.

This paper provides a detailed insight into the influencing factors found between two distinctive cultural contexts and offers a fresh analysis of influencing factors with regard to knowledge transfer in a cross-cultural environment.

The purpose of the article is to create a knowledge classification model that can be used by knowledge management (KM) practitioners for establishing a knowledge management framework (KMF) in a supply chain (SC) network. Epistemological and ontological aspects of knowledge have been examined. SC networks provide a more generic setting for managing knowledge due to the additional issues concerning flow of knowledge across the boundaries of organizations.

Morphological analysis has been used to build the knowledge classification model. Morphological approach is particularly useful in exploratory research on concepts/entities having multiple dimensions. Knowledge itself has been shown in literature to have many characteristics, and the methodology used has enabled a comprehensive classification scheme based on such characteristics.

A single comprehensive classification model for knowledge that exists in SC networks has been proposed. Nine characteristics, each possessing two or more value options, have been finally included in the model.

Knowledge characteristics have been mostly derived from past research with the exception of three which have been introduced without empirical evidence. Although the article is primarily about SC knowledge, the results are fairly generic.

The proposed model would be of use in developing KM policies, procedures and establishing knowledge management systems in SC networks. The model will cater to both system and people aspects of a KMF.

The proposed knowledge classification model based on morphological analysis fills a gap in a vital area of research in KM as well as SC management. No similar classification model of knowledge with all its dimensions has been found in literature.

The purpose of this paper is to explore the extent to which outsourcing can be regarded as a mode of increasing organization learning through the internalization of new routines.

The paper features six case studies of firms that have outsourced parts, or all of their information technology (IT) activities.

When a firm outsources an IT activity (that has been performed in‐house), it needs to develop an ability to specify to its supplier(s), and articulate its IT requirements in explicit terms. Firm's effort to externalize knowledge that was internal to an external supplier implies that a great deal of relatively tacit knowledge has to be converted into explicit knowledge, so that suppliers are able to understand the firm's business specificity. In this very process of externalizing knowledge and interacting with suppliers and other market players, the firm develops new rules, routines and procedures relating to how to manage the outsourced IT activity, which over time will be internalized.

The paper is of value in linking outsourcing and organizational learning.

This chapter investigates whether traditional design-oriented coordination instruments or more modern management concepts have a stronger influence on the success of forward technology transfers within MNCs.

We conducted an empirical study analyzing the relative influence of (a) traditional coordination instruments (structural, technocratic, and person-oriented) and (b) modern management concepts (epistemic community and absorptive capacity) on the success of forward technology transfers within MNCs.

The study finds evidence that the traditional coordination instruments relate to specific aspects of the success of such transfers. Comparing the different types of coordination instruments, this chapter shows that not only the person-oriented, but also the structural and technocratic coordination instruments relate positively with the achievement of technology transfer goals. The study finds stronger relationships between the traditional coordination instruments and the technology transfer goals than between the modern management concepts and the technology transfer goals.

We believe that these results have important implications for the management of international technology transfers in particular and for the focus of future (international) management research in general. Future MNC research studies need to include traditional coordination instruments, since they continue to strongly influence organizational behavior and outcomes. This would help to make organizational research on MNCs more cumulative and complete.

This paper aims to analyze the situation of knowledge dissemination in Chinese rural areas and explore factors that affect the efficiency of knowledge dissemination, to provide some suggestions for further improvements.

A survey was conducted to collect data in 17 provinces of China, with 267 questionnaires returned out of 300. Structural equation modeling was used to test the hypothesis with LISEREL 8.8.

The results show that factors of knowledge such as government participation, dissemination capability, learning motivation and trust have a positive effect on knowledge transfer. By contrast, factors of knowledge such as complexity and richness of knowledge carriers do not have a significant correlation with the knowledge sharing level.

This paper conducts a cross-sectional analysis while ignoring the longitudinal effects of some factors on knowledge dissemination, such as the reform and opening policy in China. An analysis on a more concrete problem could be conducted for future study.

This paper proposes some suggestions to enhance the efficiency of knowledge dissemination in rural areas from the knowledge dissemination mode, knowledge products and the role of government playing.

This paper is among the first attempts to conduct comprehensive and systematic research on the influential factors of knowledge dissemination. It contributes to literature by offering a systematical empirical study with the consideration of the role of government in knowledge dissemination.

The acquisition of knowledge through mergers and acquisition (M&A) may not create value—usually because the knowledge may not be transferred, or transferred but not integrated. The purpose of this paper to develop and test a theoretical model of knowledge and performance in the M&A process.

Theory, model and case analysis.

The literature review led us to distinguish between three main categories of knowledge along the different stages of the M&A process: acquired knowledge in the pre-merger stage; and transferred knowledge and integrated knowledge in the post-merger stage. The application of the model is illustrated in a case study of technology M&A, which includes data collected from annual reports before and after the merger.

The model recommends acknowledging the differences between the acquired knowledge, transferred knowledge and integrated knowledge when examining the relationship between knowledge and performance in M&As. In addition, the model suggests considering several factors that influence future knowledge integration in the pre-merger stage. Ignoring the three categories and the factors may be the reason for the reports of previous studied stating that the acquisition of knowledge-based resources is associated with negative announcement returns to the acquiring firm.

The paper presents new procedures to measure knowledge, collecting data on R&D employees by using annual reports. In addition, the paper suggests adding “in-process R&D” as an “Acquired Knowledge” measure.

This study focuses on the relationship between knowledge sharing and knowledge effectiveness. By learning orientation and co-production, this study demonstrates the indirect effects of knowledge sharing on knowledge effectiveness. Moreover, the direct and indirect effects of knowledge sharing – which vary with the different levels of tacit knowledge – on knowledge effectiveness are examined.

The proposed model is tested using a structural equation model that involves LISREL and multi-group analyses.

Knowledge sharing increasingly affects knowledge effectiveness under the condition of explicit knowledge. The mediating roles of learning orientation and co-production in the process of tacit knowledge sharing become apparent.

Knowledge sharing across organizations can be regarded as a dynamic process. In view of the increasing importance of knowledge sharing across organizations, this study provides insight into the method of receiving useful knowledge across organizations.