From learning to action: exploring barriers and strategies for embedding lessons learned through a social learning lens.

Osobajo, Oluyomi Abayomi; Lawani, Ama; Oke, Adekunle; Kamudyariwa, Xebiso Blessing; Adebayo, Yetunde

Abstract

The purpose of this study is to explore the barriers to implementing lessons learned in project-based organisations and how they can be effectively captured and embedded to create knowledge that drives project success and organisational performance. The study adopted a qualitative research design to explore the perceptions and experiences of project practitioners through the lens of social learning theory (SLT). Semi-structured interviews were conducted to uncover individual project practitioners’ views and opinions about lessons learned in the project environment to facilitate project success. The findings indicate that effective application of lessons learned and knowledge sharing significantly enhances project success by fostering a culture of collective learning and continuous improvement. The key barriers identified are misinterpretation of lessons learned, lack of mentoring, knowledge hiding, non-participation from relevant stakeholders and lack of a collaborative environment. The research therefore indicates that organisations should formulate clear guidelines, implement robust knowledge repositories and standardise lesson-learned processes to foster uniform understanding within and across projects. Organisations should also invest in training programs and promote mentorship and top management support to foster a culture of learning and accountability. This paper presents a unique avenue to understanding lessons learned in the context of project-based learning. It highlights barriers and strategies across dimensions and explores them through a participatory and social lens. By using an SLT theoretical framework, the study provides a fresh perspective on how knowledge can be shared and utilised within project organisations. It bridges gaps in literature and provides actionable insights, making it highly valuable to both academic and practical fields.

Citation

OSOBAJO, O.A., LAWANI, A., OKE, A., KAMUDYARIWA, X.B. and ADEBAYO, Y. 2025. From learning to action: exploring barriers and strategies for embedding lessons learned through a social learning lens. International journal of managing projects in business [online], 18(2), pages 331-352. Available from: https://doi.org/10.1108/ijmpb-10-2024-0250

• Journal Article Type: Article
• Acceptance Date: Feb 4, 2025
• Online Publication Date: Mar 11, 2025
• Publication Date: Apr 8, 2025
• Deposit Date: Mar 17, 2025
• Publicly Available Date: Mar 20, 2025
• Journal: International journal of managing projects in business
• Print ISSN: 1753-8378
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 18
• Issue: 2
• Pages: 331-352
• DOI: https://doi.org/10.1108/ijmpb-10-2024-0250
• Keywords: Knowledge management; Knowledge sharing; Lessons learned; Project lifecycles
• Public URL: https://rgu-repository.worktribe.com/output/2749234