Abstract
Public infrastructure organisations experience challenges with the management of knowledge for strategic performance and benefits. The lack of requisite knowledge, skills and competencies to manage infrastructure projects is a major risk to public infrastructure organisations, as there is a high dependency on consultants to offer strategic project management services. These organisations spend high costs on project management with no retention of knowledge. Knowledge is not transferred despite forming part of the consultants’ terms of reference. The purpose of this research was to identify and address barriers preventing the transfer of knowledge between project managers and consultants in infrastructure project-based organisations. The data used for the study were obtained from primary and secondary sources. Structured questionnaires were distributed to project team managers, team members, contractors and stakeholders implementing infrastructure development projects in a public infrastructure organisation. Of the 50 distributed questionnaires, 35 were returned. Overall, 35 (68%) of the questionnaires were valid and usable. The secondary source data were derived from a review of the literature. The results of the research findings revealed that knowledge transfer barriers and models exist between project managers and consultants. Six (6) extreme knowledge transfer barriers were identified and validated. The knowledge transfer practices derived from the conceptual model of knowledge sharing in a fragmented construction industry were implemented and prioritised in infrastructure development projects. From the findings, it is recommended that infrastructure project-based organisations develop, implement and manage the knowledge management policies and procedures required to facilitate knowledge transfer during projects. Further recommendations are to transfer reliable knowledge through the use of information and communication technology, properly designed project documentation and employees’ access to knowledge stores. Lastly, collaboration and partnerships between technical personnel from different organisations should be encouraged to facilitate knowledge transfer during projects. The study contributes to the knowledge base on knowledge transfer barriers in infrastructure project-based organisations.
M.Phil. (Engineering Management)