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Recent developments in research related to training transfer have recognized transfer as a complex process rather than a product of training. Transfer intention has been viewed as the first and most crucial stage in the transfer process. Despite its importance in determining the extent to which training transfer can occur, transfer intention has not been examined sufficiently in the literature. This paper aims to address this deficiency.

For the purpose of enhancing the knowledge and understanding of transfer intention as an important facet of the transfer process, the study was conducted to examine the influences of self‐efficacy as an individual‐level factor and supervisor support as an organizational‐level constituent on transfer intention. Owing to the paucity of research on transfer intention, the theoretical framework on the bases of which the hypotheses regarding the relationships between those two antecedents and transfer intention were constructed was partially supplemented by the Theory of Planned Behavior. The mediation role of motivation to learn in each of those relationships was also investigated, based on a series of regression analyses performed on the data collected from 287 public employees in Saudi Arabia.

The results showed that supervisor support was the most salient factor that affects transfer intention. Motivation to learn was found to influence transfer intention directly and to partially mediate the relationships of transfer intention with supervisor support and self‐efficacy.

Further analysis showed that supervisor support fully mediates the relationship between self‐efficacy and transfer intention.

The purpose of this paper is to attempt to identify the most salient attributes that influence customer satisfaction with retail banks in Kuwait and to determine the level of the overall satisfaction of the customers of these banks.

A multiple‐attribute approach proposed by Shin and Elliott in 2001 was employed. This approach was applied in the analysis of data collected from a convenient sample of 863 actual customers of retail banks in Kuwait.

The most crucial attributes for predicting customer satisfaction with retail banks in Kuwait were fast service, courtesy and helpfulness of employees and availability of self‐banking services. The vast majority of the customers of retail banks in Kuwait (nearly 81 percent) are either satisfied or very satisfied with the services of their banks.

A number of very important attributes, such as those related to loans and credit cards, were not examined due to social reasons. The unavailability of lists of existing customers and their contacts made it not possible to draw a random sample from the target population of this study.

To maintain a competitive edge in the market, the managers of retail banks in Kuwait need to be updated about technological advances and to invest in those that satisfactorily enhance technology‐based encounters with their customers. These managers also need to focus on minimizing encounter failures in service delivery. For a retail bank in Kuwait, sufficient recovery efforts are needed so that dissatisfied customers do not end up defecting.

Use of a single‐item approach to measure customer satisfaction is common. This approach has been shown to suffer from inherent drawbacks, rendering its practical utility questionable. To the best of the authors' knowledge, the present study represents the first attempt to apply Shin and Elliott's multiple‐attribute methodology to retail banking services in a different culture.

This paper aims to investigate how project nature affects the effectiveness of knowledge transfer between projects in project-based organizations (PBOs) and to analyze the roles of inter-project communication, transfer intention and information technology (IT) in the influencing process.

This paper adopted a questionnaire survey method to collect data from construction enterprises in China and subsequently proceeded to structural equation modeling analysis with a total of 261 samples.

The results indicate that the similarity of projects could promote the inter-project communication and improve transfer intention, which further influences knowledge transfer effectiveness positively within PBOs. The urgency of projects has a negative impact on inter-project communication and transfer intention. The temporality of projects also negatively affects inter-project communication. They consequently hinder the knowledge transfer behaviors between projects. Additionally, the application of IT improves the frequency of communication and makes up for the negative impact of geographical distance between projects on knowledge transfer.

Based on the results, a series of strategies is recommended to improve knowledge transfer effectiveness between projects, including standardizing project management, promoting information construction, establishing a post-project evaluation system and creating a shared culture, so that the competitive advantages of PBOs could be improved.

The study explores the factors influencing knowledge transfer between projects from the perspective of project nature and provides guidance for enhancing knowledge management and project management practices.