To share or not to share A case study of inter-project knowledge sharing in a project-based organization

Abstract

This paper investigates how knowledge is shared between projects in a project-based organization (PBO). This is relevant as PBOs usually have problems with sharing knowledge emerging in separate projects. By adopting a practice-based view of knowledge, this paper outlines how inter-project knowledge sharing occurred and what influenced this in a Swedish construction firm. The case study shows that knowledge sharing occurred in five different arenas and was facilitated by a handful of key knowledge brokers. It furthermore shows that knowledge sharing was influenced by three organizational norms and that the knowledge brokers were given power over the knowledge sharing practices. These findings contribute to Knowledge Management (KM) research and research concerning knowledge sharing in PBOs by suggesting that arenas, norms, knowledge brokers, and power are central to inter-project knowledge sharing. This paper argues that, when given power over knowledge sharing practices, the actions of a few knowledge brokers become the foundation upon which norms and practices are reproduced. Therefore, to fully understand why knowledge is, or is not, shared between projects researchers must understand the underlying power relationships in an organization. The managerial implications of this study are that managers should focus on the four above mentioned factors when constructing KM initiatives.