[1] Lee H, Choi B. Knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination[J].Journal of Management Information Systems, 2003, 20(1): 179-228.
[2] Desouza K C, Evaristo J R. Managing knowledge in distributed projects[J].Communications of the ACM, 2004, 47(4): 87-91.
[3] Pemsel S, Wiewiora A. Project management office a knowledge broker in project-based organisations[J].International Journal of Project Management, 2013, 31(1): 31-42.
[4] Artto K, Davies A, Kujala J, et al. The project business: analytical framework and research opportunities[J].The Oxford Handbook of Project Management, 2011: 133-153.
[5] Schindler M, Eppler M J. Harvesting project knowledge: a review of project learning methods and success factors[J].International Journal of Project Management, 2003, 21(3): 219-228.
[6] Swan J, Scarbrough H, Newell S. Why don't (or do) organizations learn from projects?[J].Management Learning, 2010, 41(3): 325-344.
[7] Engwall M. No project is an island: linking projects to history and context[J].Research Policy, 2003, 32(5): 789-808.
[8] Hobday M. The project-based organisation: an ideal form for managing complex products and systems?[J].Research Policy, 2000, 29(7): 871-893.
[9] Brady T, Davies A. Building project capabilities: from exploratory to exploitative learning[J].Organization Studies, 2004, 25(9): 1601-1621.
[10] Ajmal M M, Koskinen K U. Knowledge transfer in project‐based organizations: an organizational culture perspective[J].Project Ma-nagement Journal, 2008, 39(1): 7-15.
[11] Eskerod P, Skriver H J. Organisational culture restraining in-house knowledge transfer between project managers-a case study[J].Project Management Journal, 2007, 38(1): 110-122.
[12] Sauer C, Reich B H. Rethinking IT project management: Evidence of a new mindset and its implications[J].International Journal of Project Management, 2009, 27(2): 182-193.
[13] Liu L, Yetton P. The contingent effects on project performance of conducting project reviews and deploying project management offices[J].IEEE Transactions on, Engineering Management, 2007, 54(4): 789-799.
[14] Aubry M, Hobbs B, Müller R, et al. Identifying forces driving PMO changes[J].Project Management Journal, 2010, 41(4): 30-45.
[15] Dietrich P, Kujala J, Artto K. Strategic priorities and PMO functions in project-based firms[C]//PMI Research and Education Conference, Washington DC, 2010.
[16] Julian J. How project management office leaders facilitate cross‐project learning and continuous improvement[J].Project Management Journal, 2008, 39(3): 43-58.
[17] Ajmal M M, Koskinen K U. Knowledge transfer in project‐based organizations: An organizational culture perspective[J].Project Management Journal, 2008, 39(1): 7-15.
[18] 徐进, 朱菁. 国外项目知识管理研究进展[J].情报杂志, 2010, 29(4): 106-110.
Xu Jin, Zhu Jing. Project knowledge management: a literature review[J].Journal of intelligence, 2010, 29(4): 106-110.
[19] 周国华, 马丹, 徐进, 等. 组织情境对项目成员知识共享意愿的影响研究[J].管理评论, 2014, 5: 1-8.
Ma Guohua, Ma Dan, Xu Jin. The effect of organizational context on project member's knowledge sharing willingness[J].Management Review, 2014, (5): 1-8.
[20] d′Armagnac S. Issues in the management of embedded knowledge in project-based organizations: the project actor's role[J].Knowledge Management Research & Practice, 2014.1-17.
[21] Reich B H, Gemino A, Sauer C. How knowledge management impacts performance in projects: an empirical study[J].International Journal of Project Management, 2014, 32(4): 590-602.
[22] Lindner F, Wald A. Success factors of knowledge management in temporary organizations[J].International Journal of Project Management, 2011, 29(7): 877-888.
[23] Pemsel S, Wiewiora A, Müller R, et al. A conceptualization of knowledge governance in project-based organizations[J].International Journal of Project Management, 2014, 32(8): 1411-1422.
[24] Ajmal M M, Koskinen K U. Knowledge transfer in project‐based organizations: an organizational culture perspective[J].Project Management Journal, 2008, 39(1): 7-15.
[25] Decker B, Landaeta R E, Kotnour T G. Exploring the relationships between emotional intelligence and the use of knowledge transfer methods in the project environment[J].Knowledge Management Research & Practice, 2009, 7(1): 15-36.
[26] Formentini M, Romano P. Using value analysis to support knowledge transfer in the multi-project setting[J].International Journal of Production Economics, 2011, 131(2): 545-560.
[27] Hargadon A B. Firms as knowledge brokers: lessons in pursuing continuous innovation[J].California Management Review,1998, 40(3):209-227.
[28] Meyer M. The rise of the knowledge broker[J].Science Communication, 2010, 32(1): 118-127.
[29] Pemsel S, Widén K. Bridging boundaries between organizations in construction[J].Construction Management and Economics, 2011, 29(5): 495-506.
[30] Abbate T, Coppolino R. Knowledge creation through knowledge brokers: some anecdotal evidence[J].Journal of Management Control, 2011, 22(3): 359-371.
[31] PMI|Standards Committee. A Guide tothe Project Management Body of Knowledge [M].4th ed. Pennsylvania USA:Project Management Institute, 1996:87-90.
[32] Lindner F, Wald A. Success factors of knowledge management in temporary organizations[J].International Journal of Project Management, 2011, 29(7): 877-888.
[33] Meyer M. The rise of the knowledge broker[J].Science Communication, 2010, 32(1): 118-127.
[34] Goffin K, Koners U, Baxter D, et al. Managing lessons learned and tacit knowledge in new product development[J].Research-Technology Management, 2010, 53(4): 39-51.
[35] Duan Y, Nie W, Coakes E. Identifying key factors affecting transnational knowledge transfer[J].Information & management, 2010, 47(7): 356-363.
[36] Reed A H, Knight L V. Effect of a virtual project team environment on communication-related project risk[J].International Journal of Project Management, 2010, 28(5): 422-427.
[37] Park J Y, Im K S, Kim J S. The role of IT human capability in the knowledge transfer process in IT outsourcing context[J].Information & Management, 2011, 48(1): 53-61.
[38] Holzmann V. A meta-analysis of brokering knowledge in project management[J].International Journal of Project Management, 2013, 31(1): 2-13.
[39] Dai C X, Wells W G. An exploration of project management office features and their relationship to project performance[J].International Journal of Project Management, 2004, 22(7): 523-532.
[40] Liu L, Yetton P. The contingent effects on project performance of conducting project reviews and deploying project management offices[J].IEEE Transactions on Engineering Management , 2007, 54(4): 789-799.
[41] Aubry M, Hobbs B, Thuillier D. A new framework for understanding organisational project management through the PMO[J].International Journal of Project Management, 2007, 25(4): 328-336.
[42] Aubry M, Hobbs B, Thuillier D. The contribution of the project management office to organisationalperformance[J].International Journal of Managing Projects in Business, 2009, 2(1): 141-148.
[43] Hobbs B, Aubry M, Thuillier D. The project management office as an organisationalinnovation[J].International Journal of Project Management, 2008, 26(5): 547-555.
[44] Aubry M, Hobbs B, Müller R, et al. Identifying forces driving PMO changes[J].Project Management Journal, 2010, 41(4): 30-45.
[45] Aubry M, Müller R, Hobbs B, et al. Project management offices in transition[J].International Journal of Project Management, 2010, 28(8): 766-778.
[46] Artto K, Kulvik I, Poskela J, et al. The integrative role of the project management office in the front end of innovation[J].International Journal of Project Management, 2011, 29(4): 408-421.
[47] Unger B N, Gemünden H G, Aubry M. The three roles of a project portfolio management office: Their impact on portfolio management execution and success[J].International Journal of Project Management, 2012, 30(5): 608-620.
[48] Pellegrinelli S, Garagna L. Towards a conceptualisation of PMOs as agents and subjects of change and renewal[J].International Journal of Project Management, 2009, 27(7): 649-656.
[49] Julian J. How project management office leaders facilitate cross‐project learning and continuous improvement[J].Project Management Journal, 2008, 39(3): 43-58.
[50] Pemsel S, Widén K. Bridging boundaries between organizations in construction[J].Construction Management and Economics, 2011, 29(5): 495-506.
[51] Yan M, Ding J. The Knowledge Sharing Model for Logistics Coalition Based on Evolutionary Game Theory[M].Berlin, Germang:Springer Berlin Heidelberg, 2015: 601-607.
[52] 孙锐, 赵大丽. 动态联盟知识共享的演化博弈分析[J].运筹与管理, 2009, 18(1): 92-96.
Sun Rui, Zhao Dali. Analysis of evolutionary game on knowledge-sharing of dynamic alliance[J].Operations Researvh and Management Science, 2009, 18(1): 92-96.
[53] 魏静, 宋瑞晓, 苗建军, 等. 知识转移以及知识元进化博弈的仿真研究[J].研究与发展管理,2010,(5):14-22.
Wei Jing, Song Ruixiao, Miao Jianjun,etal. The simulation study on knowledge transfer and evolutionary game of knowledge-meta[J].R&D Management, 2010,(5):14-22.
[54] 张宝生, 王晓红. 虚拟科技创新团队知识转移稳定性研究—基于演化博弈视角[J].运筹与管理, 2011 (5): 169-175.
Zhang Baosheng, Wang Xiaohong. Research on stability of knowledge transfer in virtual technology innovation team-based on evolutionary game visual angle[J].Operations research and management science,2011 (5): 169-175.
[55] Weibull J W. Evolutionary Game Theory[M].USA: MIT press, 1997:93-98.
[56] Selten R. A note on evolutionarily stable strategies in asymmetric animal conflicts[J].Journal of Theoretical Biology, 1980, 84(1): 93-101.
