Abstract
Enhanced positive outcomes and benefits require project management to be integrated with knowledge management (KM) to induce ambidexterity and project success. To offer an empirical insight into this issue and advance the field of knowledge further, this research studies the mediating role of ambidexterity within the KM project success connection. The data collected from a sample of 350 senior people who have familiarity with relevant capital projects in the manufacturing companies in Jordan were analyzed using the algorithm of partial least squares (PLS) and bootstrapping techniques. The findings of the study show that KM is an integral aspect of project success, and it has a significant positive effect on project success, but KM, which does not induce ambidexterity, could not significantly enhance project success. KM can induce and stimulate enhanced project performance and benefits only when it induces ambidexterity. This implies that project success requires KM, given that KM allows organizations to possess exploitative and explorative capabilities simultaneously to tackle issues arising from the external environment. That this study covers only the manufacturing sector in Jordan, the research model can be replicated in other contexts to solidify the findings of the current study.
Highlights
Technological advancement has become an enormous transformative global force in the present world, with broad effects on individuals, businesses, and economies by reshaping trade and industry across all sectors and transforming the way businesses operate
Literature has identified the relationship between ambidexterity and knowledge management (KM), and between ambidexterity and project success, but to attain a deep perception and advance the knowledge field further, this study examines the mediating role of ambidexterity in the nexus of the KM project success, aiming to build up an understanding about accomplishing ambidexterity in the project-based environment
According to Todorović, Petrović, Mihić, Obradović, and Bushuyev (2015), KM in the project environment has not been adequately investigated in project management research field, and not many researches have been done regarding the KM project success nexus, indicating that the understanding concerning the role of KM on the performance and success of projects need to be increased (Yang, Chen, & Wang, 2012)
Summary
Technological advancement has become an enormous transformative global force in the present world, with broad effects on individuals, businesses, and economies by reshaping trade and industry across all sectors and transforming the way businesses operate. Organizations have been focusing on project success and achievement of project objectives by adopting managerial processes that would afford the managers a good opportunity to succeed in achieving their goals (Nasiruzzaman, Qudaih, & Dahlan, 2013). The managerial process that could be adopted is KM, given that KM factors have been identified to have had a significant influence on project success (Nasiruzzaman, Qudaih, & Dahlan, 2013). According to Todorović, Petrović, Mihić, Obradović, and Bushuyev (2015), KM in the project environment has not been adequately investigated in project management research field, and not many researches have been done regarding the KM project success nexus, indicating that the understanding concerning the role of KM on the performance and success of projects need to be increased (Yang, Chen, & Wang, 2012). This study’s remainder involves hypotheses development, methodology, result, discussion of findings, and conclusion
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