Valdemilson de Assis Alves de Araujo, Isabel Cristina Scafuto, Fernando Ribeiro Serra, Leonardo Vils and Flavio Bizarrias
This study aimed to investigate the effects of internal stickiness (IS) on the success of projects through the perception of managers involved in projects.
Abstract
Purpose
This study aimed to investigate the effects of internal stickiness (IS) on the success of projects through the perception of managers involved in projects.
Design/methodology/approach
This study collected 253 valid responses from project managers, using a validated IS scale and project success scale. The results were analyzed using nonparametric correlation due to the nature of the data.
Findings
The dimensions of success are interrelated, and IS, considering the barriers to knowledge transfer, is negatively related to all of these dimensions. This confirms the importance of the behavior of the individual and the team, rather than only formal processes to avoid IS and positively impact the success of projects.
Practical implications
The tacit and behavioral component of knowledge management needs to be further explored in practice. Project management activities need to pay greater attention to knowledge development, knowledge transfer and learning between those involved in the project and within a company.
Originality/value
The study provides a better understanding of knowledge transfer barriers, represented by the IS construct, to the success of projects. The success of projects depends on the relationship with teams that include members of organizational sectors not related to the existence of permanent project management teams. The relationship contributes to the successful transfer of knowledge between the recipient and the source of knowledge according to the recipient's needs.