Purpose: This study aims to examine reciprocal exchanges in knowledge networks using temporal differentiation of knowledge exchanges. To date, research on horizontal knowledge networks rather overlooks the temporal perspective, which could explain the dynamics of exchange in those networks. Design/methodology/approach: The paper reports on a study of four horizontal knowledge networks in the UK over a period of 18 months. Findings: The findings integrate three temporal dimensions of timescale, timeliness and time modalities. The dimensions have implications for the way knowledge is exchanged (or not), which can in turn sustain or stymie productive knowledge exchange in horizontal knowledge networks. Research limitations/implications: The study encourages researchers to attend to the micro-processes of knowledge exchanges through the integrative framework of temporalities. While this study examined horizontal networks, future research can be extended to analysing temporalities in other types of networks. Practical implications: It seeks to inspire practitioners to appreciate how the impacts of knowledge networks play out in/over time, and how more effective coopetitive knowledge-sharing environments can be created and sustained by taking differentiated time structures into account. Originality/value: This study contributes to the knowledge management literature by providing a temporal perspective to understand reciprocal knowledge exchanges in horizontal knowledge networks.

An emerging aspect of digital transformation in industry relates to the rise of digital platforms. While examples such as Uber and Airbnb are well-known, technological platforms that seek to coordinate demand and supply-side actors in the architecture, engineering and construction (AEC) sector are also developing. Examples include Wikihouse, Sidewalk Labs, and Bosch IoT Suite. Although there is a growing body of scholarship reviewing the concept of 'platforms', far less attention has been paid to reviewing studies of digital platforms in the AEC sector. This systematic review of 18 studies seeks to address this deficiency. The findings show that the focus has hitherto centred on engineering platforms, with researchers adding greater functionality to platforms in order to yield efficiencies in the production process. Current endeavours tend to be laboratory-based, with prototypes still to be tested in the real-world. In contrast to reviews in management and organisational studies, scholars of platforms in construction do not pay as much attention to the power of platforms as a strategic organising principle for coordinating markets. The review thus proposes a number of possible directions for construction management researchers to examine the strategic potential for platforms to drive competitive advantage in the AEC sector.

Studies of project success have generally recognised the role that stakeholder management plays in shaping a collective understanding of value. While these studies have typically focused on new builds, few studies have examined stakeholder management at the end of the life of a built asset. This paper draws on a single megaproject case study into social value in nuclear decommissioning and remediation to examine how 'success' or 'failure' in projects is framed and the implications of stakeholder management in shaping these notions of performance. By tracing the historical development of Dounreay, UK, an experimental nuclear energy site at an advanced stage of decommissioning, it was found that key stakeholders change over time, as those most affected by the changing dynamics of the megaprojects come and go, with resulting impacts on the ways that conditions for success are framed and social value is defined. The authors' findings stress the importance of taking a pluralistic and processual view of stakeholders and demonstrate the need for policymakers, practitioners and researchers to pay greater attention to fragmentation and integration of stakeholders' interests and influences as they change over time. These dynamics of stakeholder management will in turn challenge preconceived ideas of success that are often framed in the early stages of a project.