Embedding New Management Knowledge in Project Organisations: the Interplay between Structural Conditions, Agency and Knowledge Ambiguity

Research on the diffusion of knowledge and learning within and between organisations has emphasised the situated nature of knowledge and the difficulties in transferring learning from one context to another. The context in which such knowledge is applied and the implementation process itself can have significant implications for how new knowledge is translated into practice by affecting how it is understood, legitimised and enacted. The aim of this paper is to contribute towards an understanding of such processes by exploring the diffusion of knowledge associated with the introduction of new management initiatives in project-based organisational settings. The reason for concentrating upon this particular scenario is that it highlights the difficulties associated with attempting to embed new knowledge in a context where there already exists a strong action imperative and where existing knowledge may be deeply embedded in practice.