knowledge sharing
Knowledge transfer has always been a challenge for organizations, even more challenging is the conversion of the tacit knowledge seasoned professionals and experts have into explicit knowledge that entry level professionals could benefit from. This also applies for project based organizations in which individuals gain most of their expertise through experience and interaction.

This paper highlights the limitations imposed by an organization’s organizational structure on knowledge sharing among individuals and teams working on similar roles but in different projects that are isolated from each other. It takes as an example a small scale project of novel nature that a specific team was required to deliver having little to no technical expertise of the technology the project was meant to deliver.

The document also highlights the limitations imposed by an organisation’s structure on knowledge sharing among individuals and teams working on similar roles but in different projects that are isolated from each other.