Abstract
There are few studies of knowledge transfer (KT) between groups with dissimilar purposes and dissimilar practices, which is the situation when transferring knowledge from an enterprise systems (ES) developer team to the users of the new ES. To support such KT, organizations identify a group of power users to work with the ES team and then to help other users integrate the new system into their operations. That KT process still encounters barriers. In a comparative case study of four such KT situations at two different companies we identify the critical barriers, and empirically uncover two new KT mechanisms that are effective for addressing the KT barriers in the ES context.
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