The objective of this work was to propose a guide covering the best practices, barriers and facilitators that influence knowledge transfer in outsourced teams in the context of project management.
Relevance / originality
Project Management Institute (PMI) reports indicate that more than 40% of organizations do not understand all project management processes. Less than half of companies develop knowledge transfer through formal processes (PMI, 2017).
Methodology / approach
An exploratory research was carried out in which the sample resulted in 132 articles and, after applying filters, it produced a research corpus of 54 articles. Then, an applied research was carried out, with a qualitative, exploratory-descriptive method and a semi-structured script.
They provided a list of negative and positive factors for knowledge transfer, as well as a set of good practices consolidated in a proposal for a guide that provides a general and guiding view of these factors to be observed by companies.
Theoretical / methodological contributions
The results of this work contribute to identify and understand the factors that facilitate or hinder the transfer of knowledge in outsourced project teams from the perception of company managers in managing their projects.
Social / management contributions
The study contributes to the practice of project management, as it helps managers to leverage project results from the exchange of knowledge and the possibility of using outsourced resources more effectively.