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This paper focuses on knowledge storage, knowledge accessibility and the associated challenges with these processes in an interorganizational project. For this purpose, the context of the Orange Line (OL) metro train project in Pakistan is examined, where multiple organizations were involved.

This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.

The distinct findings include (1) the use of knowledge storage systems, such as manual storage systems, electronic storage systems and assigning a dedicated resource; (2) that knowledge accessibility occurs at different levels within the organization (including intradepartmental and interdepartmental levels) as well as at interorganizational levels and (3) the challenges, such as misuse of knowledge, time pressures, confidentiality of sensitive knowledge, government regulations and the reliance on human memory, which are associated with knowledge storage and knowledge accessibility. Based on the findings, an integrative framework of the interplay between knowledge storage, knowledge accessibility and challenges is proposed.

This paper contributes to the literature on resource-based theory by examining knowledge storage and accessibility in an interorganizational project.

The purpose of this study is to consolidate the existing research on interorganizational projects and to explore how organizations learn by closely examining multilevel learning, that is, organizational and interorganizational learning.

This article adopts a single case study approach, examining the Islamabad–Rawalpindi Metro project in Pakistan, with data consisting of interview results and archival data. An inductive approach is used for data analysis.

An empirically grounded learning model was developed based on an interorganizational project following eight lessons: capacity building, personality traits of leadership, working procedures, impeccable planning and implementation, involvement of stakeholders, design compatibility, investigation of underground services, conditions and maintenance of databases, and conceive rational timelines. These lessons learned were classified into three categories: (1) organizational capacity, (2) organizational embeddedness and (3) collective awareness.

This paper develops a novel learning model that can deepen our understanding of the practices and processes involved in multilevel learning. This study contributes to and extends the literature on organizational and interorganizational learning by studying an interorganizational setting.

The paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.

This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.

The findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.

This study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.

This paper aims to focus on knowledge sharing process in an interorganizational setting. For this purpose, the context examined is the Orange Line metro train project in Pakistan, in which multiple organizations are involved.

This paper adopts a single case study approach. The empirical data comprises semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.

The findings present distinct mechanisms of knowledge sharing, which include knowledge sharing tools, both formal and informal; types of knowledge, i.e. tacit and explicit knowledge; and levels of units such as individuals, teams, organizations (internal knowledge sources) and the interorganizational level (external knowledge sources). Based on the findings, the authors propose an integrative model of the interplay between knowledge sharing tools, types of knowledge and levels of units. Furthermore, the findings depict that the knowledge sharing tools and types of knowledge are important at different levels of units, but their importance may vary depending on whether they are primary or supporting for different levels of units.

This paper contributes to the literature on knowledge-based theory by examining knowledge sharing in an interorganizational project. The proposed model deepens our understanding of the practices and processes of interorganizational knowledge sharing.

The purpose of this study is to create a framework to analyze approaches for coordination, adaptation and safeguarding of exchanges in interorganizational project networks.

An analysis framework to analyze governance in project networks was created based on a systematic review of existing literature. The framework was applied to analyze governance approaches used in a large infrastructure project implemented with an alliance project delivery method to illustrate the practical validity of the framework.

The analysis framework categorized governance in project networks in six dimensions: goal setting, rewarding, monitoring, roles and decision-making, coordination and capability building. A set of questions for each governance dimension was created and the analysis framework was applied in the context of a project alliance.

The focus of this research is on governance internal to a project network. The authors identified dimensions of governance in project networks and related governance approaches based on a systematic literature review. The practical applicability of the framework was validated in a single case study setting.

The paper introduces a concept of governance in project networks, which takes the perspective that all actors that have an influence on project implementation are part of an interorganizational project network. The focal organization may have had a significant role in the design of governance, but governance also emerged from the network structure of companies and the interactions among them. The analysis framework created in this research can be used to design and analyze governance in different type of project context.

The paper introduces a concept of governance in project networks, which takes the perspective that all actors that have an influence on project implementation are part of an interorganizational project network.

The purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs' capabilities to influence the effects of those crises.

This study presents results from a large-scale survey (n = 283) comprising PBOs in the information technology, telecom and construction industries. The data analysis relies on structural equation modeling.

The study indicates that internal (as well as external) crises are negatively (as well as positively) associated with performance, which demonstrates the different effects that different kinds of crises have on performance. Furthermore, project-based organizational capabilities moderate the crisis–performance relation. In particular, the study demonstrates the contrasting effects that capabilities have on the management of crises indicating that some capabilities might worsen the effects of crises.

This paper contributes to dynamic capability and project management literature by identifying different types of crises that could impact short-and long-term performance and explore a set of capabilities required by PBOs to manage crises.

Decision making and the nature of decisions themselves are changing with the introduction of new information technology (IT)‐based systems in the construction industry. The use of IT systems relates to and can induce changes in business processes within firms as well as interorganizational project processes between firms. In the USA, some of the world's largest hardware and software producers are developing new generations of systems. The market for such systems is potentially large, and these vendors work in close proximity to powerful engineering and construction organizations as well as leading research establishments. It is likely that some of these systems will become de facto standards. For this and other reasons of industrial competitiveness, developments in US IT decision support systems are of interest to practitioners and researchers around the world. The present paper presents the findings of a UK Department of Trade and Industry Expert Mission to assess the development and use of IT systems in the US construction industry. The mission team included seven members, each with specialist knowledge of different aspects of IT development and implementation. The team visited 18 leading organizations where detailed interviews and seminars were conducted during a 2‐week period. The present paper highlights questions for researchers and systems developers. The main findings indicate fundamental changes to the timing, sequence and hierarchy of decision making.

The purpose of this paper is to identify and understand challenges related to transition processes that occur between projects and the permanent organisation, as well as the outcome of such processes.

The study is based on an explorative, in‐depth case study of a multi‐project setting. The concept phase of three projects was followed by participative observations and ongoing interviews over a 15‐week period at two sites and in two countries. The empirical material was analyzed through a process‐oriented approach focusing on daily project activities.

Transition processes are characterized by containing operational complexities. These operational complexities demand project stakeholders to perform multiple translational and transformative activities. The outcomes from these activities are, for example, strategic, operational, and functional fine‐tuning, but also attitudinal turnaround.

This research is based on an interorganizational vehicle platform project setting. Therefore, the findings from this study cannot easily be generalized to other settings. However, it is likely that actors in other interorganizational project settings can benefit from the finding, since there probably are a multitude of transition processes in such projects as well.

Managers can learn that it is important to map all related transition processes, analyze the implications that these processes have on the project, and perform a dialog with project members so that the sense of operational complexity and uncertainty can be reduced. This type of action will reduce feelings of frustration and create a sense of readiness to deal with unexpected events.

The paper's value is two‐fold. First, the setting “an interorganizational vehicle platform” is largely under studied; and second, the paper pinpoints three unique transition processes and thereby contributes to the sparsely researched area of transition processes.