Working but Threatening? On the Trade-Off Between Efficiency and Legitimacy in the Design of Knowledge Transfer Methods in Project Management
Paper in proceedings, 2014

This text reports on a knowledge-broker implementation in the R&D function of a large firm. Results show that the knowledge-broker method created and diffused knowledge and that project managers appreciated it. At the same time, line managers were not that appreciative, and the method was eventually abandoned. We discuss the difficulty for knowledge sharing methods to be both efficient and legitimate, meaning that some methods would be okay by management, but they would not be efficient. Others would work, but management would be uncomfortable sponsoring them. We discuss whether this is caused by a divide between line management and the project organization. Then, we discuss how a different leadership style would influence the sharing of knowledge.

project management

organizational politics

knowledge broker


Jan Wickenberg

Chalmers, Technology Management and Economics, Innovation and R&D Management

Presented at the International Conference on Organizational Learning, Knowledge and Capabilities (OLKC), Oslo, Norway, April 22-24 2014

Subject Categories

Work Sciences

Applied Psychology

Learning and teaching

Pedagogical work

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