Content area
Improving the innovation performance of mega projects has become a central concern in both engineering project management theory and practice. Organizational structure and culture are key contextual factors that can facilitate tacit knowledge sharing across organizations, thereby enhancing innovation outcomes. Based on the data of 243 questionnaires, this paper systematically analyzes the influence mechanism of organizational context factors on innovation performance by using the structural equation model (SEM). The results show that organizational structure exerts a significant negative effect on both tacit knowledge sharing and innovation performance. Among the dimensions of organizational culture, trust climate and organizational support have significant positive effects on both tacit knowledge sharing and innovation performance. While the level of cooperation enhances tacit knowledge sharing, its direct impact on innovation performance is not statistically significant. Furthermore, in the organizational context and innovation performance, tacit knowledge sharing also plays different mediating roles. The results can provide theoretical guidance for mega projects to break through the obstacle of technological transformation and enhance innovation efficiency.
Details
Social exchange theory;
Corporate culture;
Collaboration;
Digital transformation;
Cooperation;
Hypotheses;
Management methods;
Tacit knowledge;
Knowledge sharing;
Project management;
Knowledge management;
Organizational aspects;
Explicit knowledge;
Engineering;
Organizational structure;
Literature reviews;
Statistical analysis;
Influence;
Efficiency
; Li, Yujuan 2 ; Li, Xue 2 1 School of Management Engineering, Qingdao University of Technology, Qingdao 266525, China; [email protected] (H.K.); [email protected] (X.L.), Research Center for Smart City Construction and Management, Qingdao University of Technology, Qingdao 266520, China
2 School of Management Engineering, Qingdao University of Technology, Qingdao 266525, China; [email protected] (H.K.); [email protected] (X.L.)