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Knowledge management methods are considered to focus on the process of knowledge creation, sharing and distribution in an organisation. Although culture has been mentioned widely as a challenge in knowledge management initiatives, few studies have addressed the impact of organisational culture on knowledge transfer. This paper analyses how organisational culture impacts knowledge transfer approaches in heavy engineering projects. Questionnaires were used to collect data on knowledge transfer. Validity and reliability were achieved by assessing the plausibility in terms of already existing knowledge. The results were grouped under three major themes: opinion of culture, project team behaviours and organisational culture and knowledge transfer practices.

Edward's research is focused on heavy engineering project management. He has extensive experience and knowledge relating to organisational challenges and solution development for managing large capital and heavy engineering projects. Edward has published 3 books, 28 book chapters and over 75 refereed papers in refereed journals and conferences. He has supervised 9 PhD students to successful completion and over 150 MSc/MBA industrial projects by research. He has also acted as an internal and external examiner of more than 10 PhD students in different UK universities.

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