Determinants of knowledge transfers implementation for information technology project managers

In this era of rapid technological advancement, information technology projects (ITPs) have become increasingly vital across different sectors, serving as key enablers of organizational competitiveness. However, despite the growing reliance on ITPs, high failure rates persist globally, with ineffective knowledge transfer (KT) practices identified as a significant contributing factor. Existing research on KT within ITP contexts has predominantly emphasized the behaviors of project team members, thereby overlooking the role of information technology project managers (ITPMs) in facilitating successful KT practices. Notably, there remains a paucity of empirical studies that develop and validate comprehensive models addressing the determinants of KT practices for ITPMs, particularly within developing countries. This study seeks to address this gap by investigating the factors influencing the implementation of KT practices among ITPMs in Nigerian ITP organizations. An integrated conceptual model was developed by synthesizing insights from Social Cognitive Theory (SCT), Diffusion of Innovation (DOI) theory, and the Socialization, Externalization, Combination, and Internalization (SECI) model. A quantitative research design was adopted, and data were collected through a survey questionnaire administered to 389 ITPMs, of which 286 copies were considered valid for data analysis. The data was analyzed using Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings reveal that several factors significantly influence KT behavior among ITPMs, including trust to share, leadership style, reward system, communication, IT infrastructure, project task collaboration tools, security concerns, and technological compatibility. Furthermore, top management support was found to significantly moderate the relationships between motivation and KT behavior, as well as between IT infrastructure and KT behavior. This study extends the KT literature by identifying KT determinants for ITPMs and validating an integrated model tailored to the context of emerging economies. It provides actionable insights for IT project stakeholders, including policymakers, organizational leaders, and project managers, to devise strategies that promote the implementation of KT practices and improve the KT behavior of ITPMs for project success