The Knowledge Acquisition Process in Interorganizational Projects: A Multiple-Case Study of Infrastructural Projects in Pakistan

Abstract

Knowledge acquisition is pivotal for delivering successful interorganizational projects where multiple organizations are involved. The phenomenon, however, has been the subject of very few comprehensive empirical studies. Hence, this article sets out to understand how knowledge is acquired, particularly in the context of interorganizational projects. It explores the knowledge acquisition process at different levels, including the individual, team, organizational, and interorganizational levels. For this purpose, metro train and metro bus projects in Pakistan were examined. A multicase study approach is employed in this article; semistructured interviews and archival documents are included in the empirical data. Within and across case analysis is used for analyzing the data. The findings present the knowledge acquisition process, including types of knowledge (i.e., explicit and tacit knowledge) and multiple levels such as individuals, teams, organizations, and the interorganizational level. By examining knowledge acquisition in interorganizational projects, this article contributes to the literature on knowledge-based theory.