Abstract
Project success (PS) appears to be one of the most studied variables in the project management literature, but project performance is, unfortunately, unsatisfactory in the Pakistani Project-Based Organisations (PBOs). Although the technical and behavioural aspects of PS have been given due attention by previous scholars, the behavioural aspect demands more attention since the project manager and its employees play a crucial role in determining the success of a project and its organisation. Therefore, this study tested the relationship between knowledge leadership (KL) and PS, along with the mediating role of knowledge sharing (KS) and the moderating role of employees’ work-related curiosity (WRC) on the KS-PS correlation. Data were collected in three-time lags from 258 employees from information technology (IT) organisations across Pakistan. The results support the proposed model. It was found that KL facilitated subordinates and created a KS environment that enabled the co-workers to share their expertise to accomplish tasks. Implications for researchers and practitioners are discussed at the end of this paper. There is no previous study identifying the relationship between knowledge leadership and project success. However, Innovativeness requires refined mechanisms of knowledge sharing for continuous improvement and corrections.
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