Jia, J; Jiang, S; Xiao, L and Lu, F (2025) Transforming digital resources into project management performance: A knowledge-based view. Engineering, Construction and Architectural Management, 32(8), pp. 5638-5656. ISSN 0969-9988
Abstract
Purpose – The adoption of emerging information and communication technologies in construction project teams has engendered numerous virtual spaces, characterized by communication visibility and content persistence. As a result, the knowledge exchanged in these virtual spaces serves as a team's digital resources. However, the extant literature mostly takes a process-based approach to examine the impact of knowledge sharing, thus failing to fully comprehend the process of converting digital resources into performance, resulting in a gap in the literature. Design/methodology/approach – This study employs team resource-based theory to construct a theoretical model and develop hypotheses. Specifically, knowledge integration capability and team efficacy are hypothesized as two types of critical capabilities that mediate the links between knowledge sharing (quantity and quality) in virtual spaces and management performance. Data from 128 middle and senior construction project managers were collected to test the proposed theoretical model. Findings – The results suggest that relationships between knowledge sharing (quantity and quality) and project management performance are both mediated by knowledge integration capability. Moreover, team efficacy could only partially translate knowledge sharing quantity into performance and couldn't transform knowledge sharing quality into performance. Besides, knowledge integration is found to strengthen the link between knowledge sharing quantity and performance but weaken the relationship between knowledge sharing quality and performance. Originality/value – This study explores how knowledge shared in virtual spaces could be leveraged for improving management performance in construction project teams. The findings in this study enhance the understanding of knowledge sharing in digital environments and afford important insights into transforming digital resources into performance within construction project teams.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction project team; knowledge sharing; project management performance; resource-based theory |
| Index terms: | construction project, methodology, information and communication technology, manager, resource-based theory, knowledge sharing, project management, knowledge integration, construction project team |
| Subjects: | knowledge management, practitioner, research methods, production management, project delivery, computing systems, management, project management theory and practice, professional development |
| Topics: | Research Practice, Information Management, Business Strategy, Roles and Professions, Digital Applications, Project Management |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here