The Evolution of Discussions on Knowledge Transfer in Project Management: A Systematic Review

Abstract

This study maps the literature on Knowledge Transfer (KT) within Project Management (PM) and analyses the evolution of their discussions. To examine the intersection of these two constructs, we conducted a Systematic Literature Review (SLR) using Rayyan for screening and ATLAS.ti for coding, grouping and categorisation. The review addresses the question of how KT and PM themes interrelate and how their discussions have evolved over time. The SLR reveals a prevalence of quantitative studies and case-based research, and synthesises the evidence into five interconnected research fields: consultants, project managers and project teams; learning; innovation; Project-Based Organisations (PBOs) and Performance. Across these fields, the findings converge on the view that KT effectiveness is not a technology issue alone, but a sociotechnical governance challenge shaped by the interdependence among structural arrangements, human dynamics and enabling technologies. Building on this synthesis, the study advances an integrative sociotechnical framework in which KT effectiveness emerges from the configurational alignment among governance architecture, organisational structuring mechanisms (including PBO arrangements and the Project Management Office’s (PMO) mediating role) and behavioural–relational conditions (such as trust and psychological safety). The framework also highlights recursive reinforcement, whereby successful reuse and learning strengthen governance routines and relational norms, increasing future transfer capacity across project cycles. The paper contributes by consolidating a categorised knowledge base and by providing actionable implications: project managers and organisations should invest in social capital and re-evaluate the PMO as an active knowledge broker to improve knowledge utilisation and achieve superior transfer effectiveness in subsequent projects.