Developing a Project Management Knowledge-Sharing Model in Project-Based Organizations: Evidence from Power-Plant EPC Projects

Abstract

This study aimed to develop and validate a knowledge-sharing model for project management in project-based organizations, with particular emphasis on power-plant engineering, procurement, and construction projects. This applied study employed a sequential exploratory mixed-methods design comprising qualitative and quantitative phases. In the qualitative phase, 12 experts with extensive experience in managing and implementing power-plant EPC projects were selected through criterion-based purposive and snowball sampling. Data were collected through semi-structured interviews until theoretical saturation and analyzed using thematic analysis in MAXQDA. A researcher-developed questionnaire was subsequently constructed based on the extracted components. In the quantitative phase, 240 employees, specialists, and managers working in the engineering, procurement, and construction divisions of MAPNA were selected using proportionate stratified random sampling. The proposed model was tested through partial least squares structural equation modeling using SmartPLS. Individual (β=0.174, p=0.001), managerial (β=0.236, p<0.001), cultural (β=0.188, p<0.001), and technological factors (β=0.142, p=0.004) exerted positive and significant effects on knowledge sharing. Knowledge-sharing mechanisms and platforms produced the strongest positive effect (β=0.271, p<0.001), followed by the structural and interdepartmental dimensions of knowledge flow (β=0.214, p<0.001). Barriers and challenges had a significant negative effect on knowledge sharing (β=-0.129, p=0.013). Knowledge sharing, in turn, exerted a strong positive effect on project and organizational outcomes (β=0.786, p<0.001). The model explained 71.2% of the variance in knowledge sharing and 61.8% of the variance in its outcomes. The Q² values for knowledge sharing and its outcomes were 0.482 and 0.413, respectively, while the SRMR value was 0.067. Knowledge sharing in power-plant EPC projects is shaped by the simultaneous interaction of human, managerial, cultural, technological, and structural factors. Institutionalizing formal and informal knowledge-sharing mechanisms, strengthening interdepartmental knowledge flows, and reducing organizational and project-related barriers can improve project performance, organizational learning, and knowledge retention.