| dc.description.abstract | The ability to create, utilise, transfer and protect knowledge is a source for
sustaining competitive advantage. The augmented attention that has been given
to knowledge has also lead to an increased organisational focus on strategies
and organisational designs that help create new sources of knowledge and
ideas. Furthermore, as project organisations aim at accomplishing long-term
business strategies through short-term operational projects, the discussion about
the importance and meaning of knowledge in projects has become of interest.
There are also indications that there is no natural knowledge transfer within a
project, and it can be difficult to ensure a transfer of knowledge after the
completion of a project.
With this in mind, the purpose of this Master Thesis is to create an
understanding for how knowledge is transferred within and between projects
and how it can be improved. The purpose is to create this understanding from
relevant theories and a studied project, and to make recommendations on how
to improve knowledge transfer. We have studied an innovation project at Tetra
Pak, and the main findings are that the project members rely heavily on direct
personal interaction for transferring knowledge. IT and databases are not used
to their full potential. Furthermore, the project lacks a strategy for knowledge
transfer.
As a result, the main recommendation is to determine a knowledge
management strategy, preferably one that focuses on transferring tacit
knowledge. By determining a strategy, it will become easier to pinpoint areas
of improvement. Besides the given recommendations, a more general
conclusion is provided, which is in line with the recommendations, though not
Tetra Pak specific. | swe |
