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Knowledge sharing in an interorganizational setting: empirical evidence from the Orange Line metro train project


Purpose
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.


Design/methodology/approach
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.


Findings
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.


Originality/value
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.
