Knowledge Management in Project-Based Organizations (OBP): multiple case study

Abstract

Introduction: project-Based Organizations (PBO) have the market operational flexibility as their main characteristic. Although positive, such flexibility results in barriers linked to the intrinsic project issues such as temporality, uniqueness and its independence degree, making Knowledge Management (KM) difficult. This article analyzes the influence of barriers to KM in the environment of PBO. Method: using a qualitative approach, a multiple case study was carried out comprising three Industrial Project Engineering Companies (IPEC) that meet PBO criteria. Data were collected through interviews, direct observation and documents. Results: four of the six barriers described in the literature were confirmed, and they were being temporality, lack of dedication to KM, use of temporary teams and project independence degree. Barriers such as outsourcing, distance work and the KM effort were included. It was also found that the lack of routines is not part of the IPECs environment and that the project uniqueness is not a barrier but an opportunity to generate knowledge. Conclusions: the analysis of the barriers that hinder KM in these environments allowed not only the verification of this influence in their processes, but also the form and extension with which it happens.