Effective knowledge transfer can improve the work efficiency of project network members. However, as traditional labor-intensive enterprises, construction companies do not pay enough attention to knowledge management, and the characteristics of projects increase knowledge loss to a certain extent. This results in the knowledge-transfer performance of a project network not being ideal and work efficiency reduction. This paper aims to explore knowledge-transfer factors and their relationships in construction project cooperation networks (CPCNs). A framework model and hypotheses were formulated through literature research, theoretical analysis, and practical experience. The authors applied structural equation modeling (SEM) to test the hypotheses based on a questionnaire survey data set of 210 workers from Chinese construction companies. The results showed that, in the context of Chinese relationships, the temporary nature of projects will not affect knowledge transfer in CPCNs. The urgency of projects will positively affect parts of network members’ knowledge transfer. The relationship between knowledge suppliers and recipients plays a critical role in mediating the influences of project characteristics on knowledge-transfer performance.

Purpose: This paper aims to investigate how project nature affects the effectiveness of knowledge transfer between projects in project-based organizations (PBOs) and to analyze the roles of inter-project communication, transfer intention and information technology (IT) in the influencing process.Design/methodology/approach: This paper adopted a questionnaire survey method to collect data from construction enterprises in China and subsequently proceeded to structural equation modeling analysis with a total of 261 samples.Findings: The results indicate that the similarity of projects could promote the inter-project communication and improve transfer intention, which further influences knowledge transfer effectiveness positively within PBOs. The urgency of projects has a negative impact on inter-project communication and transfer intention. The temporality of projects also negatively affects inter-project communication. They consequently hinder the knowledge transfer behaviors between projects. Additionally, the application of IT improves the frequency of communication and makes up for the negative impact of geographical distance between projects on knowledge transfer.Practical implications: Based on the results, a series of strategies is recommended to improve knowledge transfer effectiveness between projects, including standardizing project management, promoting information construction, establishing a post-project evaluation system and creating a shared culture, so that the competitive advantages of PBOs could be improved.Originality/value: The study explores the factors influencing knowledge transfer between projects from the perspective of project nature and provides guidance for enhancing knowledge management and project management practices.

Purpose: Numerous studies highlight the importance of knowledge transfer between projects, but the influence factors are still debated. As a contribution to the identified gap, the purpose of this paper is to investigate the role of organizational context, project characteristics and social relations in the inter-project knowledge transfer within the project-based organizations (PBOs). Design/methodology/approach: This paper collects the data through 268 sample questionnaires from Chinese construction sectors and applies the structure equation modeling to analyze knowledge transfer between projects in PBOs. Findings: The results indicate the organizational context (meeting system, reward system and shared culture) and project characteristics (similarity and urgency) are antecedents affecting social relations (communication, trust and reciprocity) between project teams, and their social relations further influence the effectiveness of inter-project knowledge transfer. Originality/value: The study highlights the role of organizational context and effect of social relations for inter-project knowledge transfer in PBOs, and provides valuable suggestions for knowledge and project management in PBOs.

Purpose: The use of enterprise social media (ESM) can promote knowledge sharing within project teams. However, the potential mechanism of ESM affordances influencing knowledge sharing has not been fully studied. This paper aims to develop a theoretical model to explore how individual psychological cognition and environmental factors affect ESM affordances.Design/methodology/approach: An empirical research using ESM applications was conducted in China, and 214 valid responses were collected for data analysis. Partial least squares structural equation modeling method was performed to test the theoretical model and hypotheses.Findings: The results suggest the following implications: (1) the visibility, persistence, editability and association of ESM affordances all have a positive effect on the effectiveness of knowledge sharing in project teams. (2) The psychological safety and psychological empowerment of team members have a significant positive influence on ESM affordances. (3) The project task complexity positively moderates the positive effects which the visibility and association have on the effectiveness of knowledge sharing, and negatively moderates the positive relationship between the editability and knowledge sharing.Originality/value: Based on the social cognitive theory, this paper highlights the roles of psychological cognitive factors and project task context in the effect of ESM affordances having on knowledge sharing within project teams. Moreover, it provides valuable suggestions for project managers in project and knowledge management.

Increasing attention to stakeholders is becoming an important trend in construction project management. This study extends construction project goals beyond traditional iron triangle goals to stakeholder collective performance, responding to the demand of promoting stakeholder management. Researchers collected 231 questionnaires from sources within the Chinese construction industry and conducted empirical analysis. The research uncovers the internal mechanisms of how project managers’ responsible leadership enhances stakeholder performance, complements the mediating mechanism on team members’ psychological cognition, and reveals the important contribution of caring ethical climate in achieving stakeholder collective performance. The findings also provide practical suggestions for enhancing construction stakeholder management from various perspectives.