Knowledge ambidexterity in construction project-based organizations: predicaments of knowledge networking intention within outbound consultant-supplier interfaces

Abstract

PurposeAgenda for knowledge creation within inter-project alliances and inter-firm supply chain networks has been extensively debated. However, the existing knowledge networks within consultant-supplier interfaces in the architecture, engineering and construction (AEC) industry seem to be vague, loose, incidental and insignificant. This study examines factors affecting knowledge networking intention (KNI) within construction service supply chain (CSSC) networks.Design/methodology/approachData analysis was conducted on a quantitative survey of 161 consulting professional service firms in Tanzania, employing stepwise regression modelling as the statistical technique.FindingsThe results indicate that three types of knowledge inertia (KI) exert varying effects on KNI. While both procedural (PI) and learning inertia (LI) negatively impact KNI, experience inertia (EI) has no impact on KNI. In addition, knowledge governance (KG) mechanisms are found to strongly strengthen and leverage the negative effects of PI and LI on KNI and the positive link between EI and KNI within outbound and heterogeneous CSSC actors, with formal KG having greater leverage than informal KG.Practical implicationsThe study offers guidance on how managers of PBOs should strategically orchestrate knowledge governance mechanisms within CSSC networks to leverage KI behaviours.Originality/valueCurrent literature on KNI, KI and KG within CSSC networks offers a limited understanding of how KI behaviours influence KNI of project-based organizations (PBOs) in tapping vibrant outbound peripheral knowledge. The research presents two major original contributions. First, the empirical evidence contributes to deepening the current understanding of how heterogeneous external knowledge within consultant-supplier interactions is negatively influenced by KI. Lastly, the study suggests formal and informal knowledge governance strategies for managers on how to counteract KI forces, thus extending the theoretical debate on KNI, KI and KG literature.