In this paper, the discussion on transnational project performance is linked to knowledge sharing. The aim is to enhance our knowledge of how knowledge sharing affects transnational project performance. Using case study data, derived from a transnational project assigned with the task of developing a transnational product, show that transnational project performance was hampered by communication and coordination difficulties. The findings show how (1) the double meaning of knowledge sharing and (2) the organizational context as setting the boundaries for project management in practice are related to transnational project performance.
The purpose of this paper is to study how communication enables knowledge integration within transnational projects. Using longitudinal case study data to explore the theoretical arguments, interesting findings emerge. The main finding is that knowledge integration within the transnational project was hampered by ignorance – among project managers and members – of the impact and link between the use of different communication tools, subsequent communication process and knowledge integration. Other findings relate to how institutionalised behaviour persist change and subsequently partly explained why the communication process and thereto related communication tools were not adjusted to new circumstances and conditions. Finally, communication is an inherent part of knowledge integration within a transnational project and there is a need for communication to be sensitive to the complexity of the knowledge being integrated.