Construction service supply chain (CSSC) networks are known for their substantial interactions and knowledge transfer between consultants and suppliers. However, the knowledge infusion (KI) process and the associated challenges in these networks still receive little research attention, particularly in the context of outbound, dispersed consultant–supplier interfaces.
This study explores the phenomenon adopting a convergent mixed-methods design that integrated literature-based inductive and qualitative-deductive approaches. The resulting framework was empirically corroborated using 25 semi-structured interviews with construction service consulting firms and suppliers in Tanzania.
Our findings show that KI in outbound consultant supplier interfaces is unevenly enacted across firms and only partially aligns with a systematic process of principled reasoning, robust logics, real time data capture and transactive memory systems. The findings further suggest that the temporary, one off and geographically dispersed nature of these interfaces prevents knowledge from being consistently captured, codified, stored, retrieved and reused. As a result, KI remains largely incidental, unstructured and static, while relational complexity, project interdependencies, knowledge leakage and knowledge inertia further constrain decision quality and service innovation.
The current literature on KI offers a limited understanding of how the KI process is orchestrated within CSSC networks. Thus, this study proposes a framework for achieving an effective KI process in the context of outbound consultant-supplier interactions. It further highlights theoretical and empirical implications for managers. The study also offers avenues for future research as efforts to address the (KI) challenges in achieving axiomatized knowledge, confidence in decision-making and service innovation performance.
