Knowledge transfer and application in integrated project delivery teams

Architectural, Engineering, and Construction (AEC) project teams gather experts from different disciplines and organizations to develop a common project. Promoting knowledge transfer among these experts is vital to effectively integrate their diverse knowledge and optimize project out-comes (i.e. , time, cost, and quality). Therefore, AEC teams are progressively adopting project de-livery methods creating knowledge transfer networks involving all key parties (owners, designers, contractors, and subcontractors) early on during the delivery process. However, application of transferred knowledge across disciplines and organizations within these networks is frequently deficient, thus negatively impacting project performance. This dissertation examines the key factors driving knowledge transfer networks in AEC project teams to enable knowledge application and benefit project outcomes. To achieve this aim, this study focuses on AEC project teams contractually implementing the Integrated Project Delivery (IPD) method. This method allows free interactions among key parties since early on during the design phase under shared goals, risks, benefits, and decision-making power. Thus, IPD method allows detecting key factors shaping knowledge transfer networks other than imposed or con-strained knowledge transfer structures. Based on the literature in construction management, organizational science, communication, psy-chology, and social networks domains, a model is developed whereby individuals’ knowledge transfer interactions and knowledge application are influenced by their absorptive and articulat-ing capacities, and common knowledge with other peers. To test this model longitudinal data was collected via cross-sectional surveys from an IPD by contract project team with more than 160 team members. The model was analyzed via structural equation modeling and linear regression. Key findings suggest that in IPD teams: (1) Team members occupy network positions where their absorptive capacities enable application of received knowledge; (2) Team members’ absorptive capacities can help to identify and understand valuable new knowledge without sharing large portions of common knowledge with senders; (3) Team members with high absorptive capacities can apply received knowledge regardless of senders’ articulating capacities; (4) Team members preferably make the effort to properly articulate knowledge to those peers with low absorptive capacity struggling with knowledge application; (5) Knowledge transfer across disciplinary and organizational boundaries improves team members’ articulating capacities; and (6) Team members form temporary ad hoc sub-teams gathering the adequate expertise to devise solutions adapted to changing project demands. The study’s main contribution to the body of knowledge states that individuals’ absorptive ca-pacities and free interactions constitute two key factors to shape knowledge transfer networks facilitating knowledge application in AEC project teams. This expands our understanding about AEC project team integration which is not a mere increase of knowledge transfer interactions across disciplinary and organizational boundaries. In addition, effective team integration involves the degree to which team members can freely move in the knowledge transfer network to take positions where their absorptive capacities enable knowledge application. Therefore, owners aim-ing to optimize AEC project outcomes should include early on during project delivery those key parties whose absorptive capacities in key network positions enable knowledge application.