Project knowledge in the construction context needs to be disseminated within organisations to improve organisations’ performance and learning. Much of project knowledge is tacit, residing in social interactions in team relationships, and likely to be disseminated through social networks and processes within organisations. Social capital comprises both the network of strong personal relationships and the knowledge resources that may be mobilised through that network. The purpose of this paper is to explore the role of “networks” in disseminating project knowledge within the construction organisations in Sri Lanka.

The case study research method was used to investigate the research problem. The principal data collection technique used was semi-structured interviews. Content analysis, tables and cognitive maps were used to analyse data.

The findings revealed that strong network ties created with equal interaction of project and head office (H/O) individuals, frequent connectivity and much closer relationships enhance the flexibility of sharing project knowledge. The available invisible informal social networks within project and H/O individuals play a key role in disseminating project knowledge compared to business networks.

This research offers useful implications for construction organisation, in particular, to pay careful attention to nurture networks within their organisations in order to benefit from disseminating project knowledge widely within the organisations for effective re-use in future.

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