Formal and informal practices of knowledge sharing between project teams and enacted cultural characteristics

This article investigates the process of knowledge sharing between project teams using a case study approach. This is especially relevant, as organizations face both the need for separating work into projects and integrating knowledge created in projects into the organization. The results provided by the analysis technique of GABEK® indicate that, although projects create boundaries, employees and project team leaders use formal mechanisms and develop informal practices for knowledge sharing between project teams. Furthermore, the article identifies organizational cultural characteristics enacted in these practices that can stimulate the discussion in "knowledge culture research" regarding the relationship of organizational cultural characteristics and (specific) knowledge processes.
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