The Interplay Between Structural and Cultural Barriers to Knowledge Sharing in Project-Based Organizations : A Single Case Study from the Norwegian Construction Industry

Abstract

The learning paradox, that is frequently associated with project-based organizations, is commonly linked to both structural and cultural barriers to knowledge sharing. While a significant amount of research has been conducted on organizational structure, learning culture, and their independent effects on knowledge sharing, relatively few studies have explored their mutual effects on knowledge sharing. This is despite research indicating that the two are highly interconnected. The aim of this research is, therefore, to investigate how the interplay between organizational structure and learning culture affects knowledge sharing in project-based organizations. The research is conducted using a single case study of the Norwegian construction company Backe. We focus on the sharing of BREEAM-NOR related knowledge, a knowledge domain that currently holds few formal rules governing its sharing within the organization. We, therefore, argue that this focus will allow us to gain an understanding of how organizational structure and learning culture impact the sharing of this specific type of knowledge. To investigate the research question, we conducted a total of 14 semistructured interviews with employees responsible for BREEAM-NOR and with headquarter employees. The results confirm the existence of eight structural and cultural barriers to the sharing of knowledge. Furthermore, we find that while these barriers have independent effects on knowledge sharing, they also have interrelated effects that result in self-reinforcing cycles. Our research contributes to the current gap in existing literature on project-based organizations and knowledge sharing. Additionally, it offers implications for practice in pointing to the necessity of taking a holistic approach to knowledge management.