An Exploratory Study on the Impact of Cross-Organizational Control and Knowledge Sharing on Project Performance

In order to study how cross-organizational control and knowledge sharing affect project performance during a whole process engineering consulting project, this paper constructs a theoretical model of cross-organizational control, knowledge sharing, and project performance and uses a structural equation model (SEM) to conduct an empirical analysis of questionnaire data. The results showed that trust can promote two types of project performance, while contractual control stimulates basic performance but does not significantly impact value-added project performance. The mediation results showed that tacit knowledge plays an intermediary role between trust and two types of project performance, while explicit knowledge plays an intermediary role between contractual control and basic project performance. The results of this paper will further enrich the application of knowledge sharing in the field of project management, open the “black box” of project performance in whole process engineering consulting, and provide owners with guidance to achieve value-added project performance.

Cette oeuvre a été publiée sous la license Creative Commons Attribution 4.0 (CC-BY 4.0). Il est autorisé de partager et adapter l'oeuvre tant que l'auteur est crédité et la license est indiquée (avec le lien ci-dessus). Vous devez aussi indiquer si des changements on été fait vis-à-vis de l'original.