Knowledge transfer and learning : A case study conducted in Company X in UK

Abstract: Project management has become a natural way of conducting activities in companies.  The goal is continuous improvement in project performance.  The way knowledge is managed in the company is crucial for gaining competitive advantage.  Knowledge management and learning, has been recognized by academics and practitioners as important to achieving success and improvement in projects.   Achieving continuous improvement is considered a difficult task.  The difficulty lies in capturing and storing the knowledge and learning from one individual to another and from one project to another.  In this study the researcher has reviewed the mechanisms and processes from recent research which are supposed to facilitate knowledge transfer and learning.  Nevertheless, the academic and practitioner researchers do not seem to have a common ground on how to facilitate knowledge transfer and learning, even though there are many mechanisms and processes suggested.  Their results are not concurrent in effective and efficient facilitation of knowledge and learning. The researcher has conducted a qualitative case study through seven interviews.  The empirical study was done in a Company X which provides air traffic services.  It shows that some of the practices institutionalized by Case Company X are different from what the literature suggests.  Moreover, the environment wherein these mechanisms and processes co-exist is particular from what the literature suggests.  A learning landscape of Case Company X is identified based on the empirical data.  Recommendations and suggestions are provided in the end to increase knowledge transfer and improve learning in and between projects at Case Company X.