How do Project Managers' of Land-Based Operations Perceive the Transfer of Tacit Knowledge between Projects? - A Case Study of ÅF Reinertsen
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The purpose of this thesis is to understand what hampers Knowledge Transfer between projects in the construction sector, as seen from a Project Manager s perspective through a case analysis of ÅF Reinertsen AS, a company who offers services to the construction sector and, oil and gas sector. This thesis emphasizes on the tacit knowledge component of Knowledge Transfer, as ample research on explicit knowledge already exists. The problem statement of this thesis has accordingly been formulated as the following: "How do Project Managers of land-based operations perceive the transfer of tacit knowledge between projects?" Subsequently, from the problem statement the research question is derived: What barriers are perceived by the Project Manager as an impediment of tacit Knowledge Transfer between the end-phase of project A to the early-phase of project B, in projects concerned with water and sewer, infrastructure and civil enterprises? In order to obtain sufficient insight into the nature and perception of Knowledge Sharing and Knowledge Transfer, this thesis has conducted an empirical analysis of four extensive in-depth interviews along with a focus group interview, in a semi-structured manner. Since the research question concerns the Project Manager s perception of knowledge and Knowledge Transfer, this thesis has gone forth and explained relevant theories concerning Knowledge Transfer. In addition, four separate barriers that impede Knowledge Transfer have been identified. These barriers are scarcity of time, organizational culture, lack of standard work processes and insufficient funding. The findings of this case study show that Knowledge Sharing and Knowledge Transfer are complex processes that occur on formal and informal arenas and, through information and communications technology (ICT). An important source of inspiration to this new valuation of knowledge can be found in Japan, where there has been an emphasis on how to create new knowledge through making tacit knowledge available to the organization. However, the transfer of tacit knowledge is still a process that has to occur without technological initiation, such as ICT does not allow the true feeling of knowledge, but acts more as a knowledge depository.