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Unlocking knowledge transfer success in international projects: Exploring the role of cognitive capital
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DOI：10.1007/s10490-026-10149-2.png)
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Abstract
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This study explores how organizations working across borders can improve knowledge sharing with their international partners. Focusing on the role of cognitive capital, i.e. shared understanding, goals and language between partners, this study examines how two key factors, the project management process (PMP) and international partnership management with external collaborators (MPIP), can help in successful knowledge transfer outcomes. Data was collected from a major emerging Asian economy, providing timely insights into a fast-changing business environment. Using structural equation modelling, we found that cognitive capital does not directly influence knowledge transfer outcomes. Instead, it works indirectly through PMP and MPIP. A shared understanding is insufficient; effective internal and external management processes are crucial. This study extends social capital theory by demonstrating that cognitive capital influences knowledge transfer outcomes only through the mediating roles of internal project management processes and external partnership management. Finally, the findings offer actionable guidance for managers by emphasizing the need to strengthen internal project systems and external collaboration practices to enhance knowledge sharing in international partnerships.
Keywords:
Cognitive capital
International project management processes
Strategic partnership
Social capital theory
Knowledge management
Serial mediation
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