AN ANALYSIS OF THE KNOWLEDGE TRANSFER PARADOX IN PROJECTS WITH AN OPERATIONAL IMPROVEMENT OBJECTIVE IN MINES

Abstract

The execution of operational improvement projects can create new knowledge that can be used to contribute to the success of future projects. A paradox exists, in that new knowledge is seldom transferred to future projects, and so the associated value-adding opportunities are lost. The objectives of this study are to determine whether lessons learned are captured during operational improvement projects, and to identify contextual factors that support or hinder the knowledge transfer processes. Through the use of interviews and subsequent data analysis, the research shows that the transfer of knowledge can be better facilitated by addressing the knowledge transfer inhibitors, recognising the value-adding potential of knowledge transfer during the execution of improvement projects, and creating a culture that is conducive to sharing knowledge – in particular, the lessons learned from mistakes and poor management practices.