{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,9,28]],"date-time":"2025-09-28T04:18:42Z","timestamp":1759033122873,"version":"3.41.2"},"reference-count":52,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2011,3,23]],"date-time":"2011-03-23T00:00:00Z","timestamp":1300838400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2011,3,23]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>The focus of this paper is on knowledge transfer. The purpose is to investigate intra\u2010project knowledge\u2010transfer practice in information systems development (ISD) firms applying a Scrum methodology.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>Case study of ISD projects and empirical data obtained using in\u2010depth interviews following a semi\u2010structured approach were employed.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>One of the main findings showed that Scrum team members believed in the usefulness of knowledge transfer. The study observed extensive personal exchange of knowledge through, for example, meetings and networks, including dialog with the client. The mechanisms observed in creating knowledge transfer were: lean and dynamic documentation, cross\u2010functional teams, client consultation and feedback, intra\u2010project meetings, application of project tools and techniques, and management of changes.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>Future research should investigate other organizations and countries, so that these findings may be generalized.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>The study observed extensive personal exchange of knowledge which can be described as people track of knowledge management. This observation coincides with the view that information systems and tools only play a subordinate role in knowledge management widely held by many contributors to the people track of knowledge management. Others argue that the dominance of tacit knowledge in projects is a key challenge. This involves a particular concern for organizational culture and leadership style and has implications for how a project should be structured and managed.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>Knowledge transfer in ISD projects is studied in this research paper.<\/jats:p><\/jats:sec>","DOI":"10.1108\/13287261111118359","type":"journal-article","created":{"date-parts":[[2011,3,26]],"date-time":"2011-03-26T08:02:34Z","timestamp":1301126554000},"page":"66-80","source":"Crossref","is-referenced-by-count":16,"title":["Intra\u2010project transfer of knowledge in information systems development firms"],"prefix":"10.1108","volume":"13","author":[{"given":"Jan","family":"Terje Karlsen","sequence":"first","affiliation":[]},{"given":"Line","family":"Hagman","sequence":"additional","affiliation":[]},{"given":"Thomas","family":"Pedersen","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022021120182464000_b1","doi-asserted-by":"crossref","unstructured":"Ajmal, M.M. and Koskinen, K.U. 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