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論文謫要 本研究是以合作網路觀點出發，探討不同的知識流通來源與知識屬性，並透過個案公司的研究與觀察，尋找出不同的網路類型。在不同的網路類型下觀察影響其網路關係的主要因素為何。並研究其知識移轉的介面及知識蓄積的方式。最後，分析知識移轉是否會導致知識創新。 本論文的研究方法是採個案研究法，共訪問了九家個案公司，經由事文獻資料的收集整理，以及個案公司訪問內容的分析，本研究得到以下的研究發現。 一、知識流通來源與知識屬性不同會影響網路關係 當知識流通來源為產業且移轉的知識屬性是內隱時，公司會以高層的主管、較廣的部門共同參與合作計劃的進行，並且彼此交流的資源種類較多。反之，當知識流通來為學術單位、研究機關且知識是屬於比較外顯性時，合作雙方參與的層級較低、較少部門參與合作計劃的進行，且雙方交流的資源較少。 二、知識流通來源與知識屬性不同會影響知識移轉 許多企業之間的合作，移轉的知識一般都比較內隱，尤其是與上游的設備供應商、技術提供者合作時，由於許多的技術較內隱，故無法單純地以書面文件資料移轉所有的內容，因此，常常需要有人員之間的交流、會議的舉行，以進行對談。當合作的對象為學術單位或研究機關時，由於合作的計劃內容比較偏向於基礎研究，且為技術成熟度較高，所以一般都以書面的文件資料或電子檔案做為移轉的介面。 三、知識移轉與研發投資會導致知識創新 公司除了從外界移轉所需要的技術與知識之外，公司內部還必須要長期不斷地投資在研發上，經由此反覆不斷地循環，才能真正地提升公司的能力，而導致知識的創新。 四、互補性資源是維持網路關係的主要因素 網路關係維持的因素包括了合作時雙方有高層主管參與、較多部門的共同參與、較多資源的交流，其中擁有合作夥伴缺乏的互補性資源是促使雙方形成與維持良好關係的主要因素。 五、網路類型不同會影響參與層級、參與廣度、交流資源豐富度 附載於生產網路的知識網路之參與層級為高、參與廣度為高、交流資源豐富度為多;附載於交易過程的知識網路之參與層級為高、參與廣度為高、交流資源豐富度為多，主要的影響因素為合作計劃的規模較大、且對個案公司的影響層面較大，且轉換成本很高；知識網路之參與層級為低、參與廣度為窄、交流資源豐富度為少，主要的影響因素為合作計劃的規模較小、且對個案公司的影響層面較少，且合作計劃的時間都較短。 目錄 第一章 緒論 9 第一節 研究動機 9 第二節 研究問題 11 第二章 文獻探討 15 第一節 知識管理相關文獻 15 壹、知識屬性 15 貳、知識移轉 17 參、知識流通 25 肆、知識創造 27 第二節 合作網路相關文獻 33 壹、網路定義 33 貳、網路類型 36 參、網路衡量方法 39 肆、網路關係的建立 44 伍、網路關係的維持 46 第三節 創新相關文獻 51 壹、創新定義及類型 51 貳、小結 53 第三章 研究方法 55 第一節 研究架構 55 第二節 研究變數定義 56 壹、知識流通來源 56 貳、知識屬性 56 參、網路關係 57 肆、知識移轉 57 伍、企業創新 59 第三節 研究方法 60 第四節 研究對象與資料蒐集 60 第五節 研究限制 61 第四章 個案介紹 63 第一節 旺旺公司 63 壹、公司簡介 63 貳、公司沿革 64 參、公司產品 66 肆、知識移轉 68 伍、網路關係 78 陸、知識屬性 84 柒、企業創新 85 第二節 上上公司 87 壹、公司簡介 87 貳、公司沿革 88 參、公司產品 89 肆、知識移轉 89 伍、網路關係 100 陸、知識屬性 104 柒、企業創新 106 第三節 福福公司 108 壹、公司簡介 108 貳、公司沿革 109 參、公司產品 110 肆、知識移轉 112 伍、網路關係 119 陸、知識屬性 123 柒、知識創造 124 第四節 陽陽公司 127 壹、公司簡介 127 貳、公司沿革 129 參、公司產品 130 肆、知識移轉 132 伍、網路關係 145 陸、知識屬性 148 柒、企業創新 149 第五節 統統公司 151 壹、公司簡介 151 貳、公司沿革 152 參、公司產品 154 肆、知識移轉 155 伍、網路關係 163 陸、知識屬性 166 柒、知識創造 168 第六節 宏宏公司 170 壹、公司介紹 170 貳、公司沿革 171 參、公司產品 173 肆、知識移轉 174 伍、網路關係 182 陸、知識屬性 186 柒、知識創新 187 第七節 達達公司 189 壹、公司簡介 189 貳、公司沿革 190 參、公司產品 192 肆、知識移轉 192 伍、網路關係 199 陸、知識屬性 203 柒、知識創造 204 第八節 積積公司 206 壹、公司介紹 206 貳、公司沿革 207 參、知識移轉 208 肆、網路關係 215 伍、知識屬性 220 陸、知識創造 220 第九節 邦邦公司 223 壹、公司介紹 223 貳、公司沿革 225 參、知識移轉 226 肆、網路關係 233 伍、知識屬性 238 陸、知識創造 239 第五章 個案分析與命題發展 243 第一節 知識流通來源與知識屬性分析 243 第二節 網路關係分析 245 壹、交流資源豐富度分析： 245 貳、參與層級分析 249 參、參與廣度分析 251 肆、網路關係維持分析 253 第三節 知識移轉分析 256 壹、知識移轉介面分析 256 貳、知識蓄積方式分析 259 第四節 網路類型分析 265 第五節 企業創新分析 270 第六章 結論與建議 271 第一節 結論 271 第二節 後續研究建議 274 文獻資料………………………………………………………………………… 277 附錄……………………………………………………………………………… 283 / Abstract The main purpose of this thesis wants to discuss that the difference of knowledge flow and knowledge property whether will have influences on the relationship of networking and networking type. Furtherore, hoping to analyze the knowledge innovation of the case study companies. The methodology of the thesis is by case study. There are nine case study companies in this thesis. The case study companies include computer companies 、IC manufacturing companies 、and IC design house in Taiwan. Through the gathering of local and foreign thesis 、periodicals、magazines、newspapers、books etc. And the analysis of the case study to get the important discoveries. There are five important discoveries in the thesis: 一、 The difference of knowledge flow and knowledge property will have influence on the relationship of networking When the knowledge flow is coming from the industry and the knowledge property is tacit , the cooperate company will send high level managers 、wide width of departments to involve the project of strategic alliance and the resources flowing between the companies are richer。 On the contract, when the knowledge flow is coming from the universities 、research institutes and the knowledge property is explicit ,the cooperate company will not send very high level manages 、and often just one department ,such as R&D department to involve the project of strategic alliance .Besides, there are very few resources flowing between the companies。 二、 The difference of knowledge flow and knowledge property will have influence on knowledge transfer When strategic alliance is industrial companies , the knowledge is more tacit .Especially the equipment and material suppliers、and the suppliers of technique. Because the knowledge is very tacit, it is not easy to transfer all the contents and knowledge by documents. So, it is very necessary to communicate by people face to face 、formal and informal meetings、and other communicating tools ,such as telephone 、e-mail、Veda conference etc.. 。 On the contrary , when the strategic alliance is universities 、research institutes ,the knowledge is more explicit . So it is easier to transfer knowledge by documents. There are two reasons why the knowledge is more explicit; one is because the knowledge from the universities and research institutes focusing on basic research. But these knowledge is not so high end comparing to foreign countries. The other reason is the case study companies are belonging to computer companies 、IC manufacturing companies、and IC design house , so the ability of R&D in their companies are very strong。 三、 Knowledge transfer from outside company and the investment of R&D will lead to the innovation of knowledge If companies want to have knowledge innovation ,it is a good way to get knowledge from outside companies 、universities、and research institutes .But because the environment is very dynamic , it is very important to invest on R&D for a long time. Through the two ways to improve the R&D abilities will make companies' having leading abilities in the industry forever。 四、 Complementary resources is the main factor to maintain good networking relationship There are many good ways to maintain good networking relationship , such as high level manages and more departments involving the project and provide more different resources to your strategic alliacne's companies. But the most important factor is your own unique and complementary ability. So, if you hope your accompany will have loyal to you ,you must have the ability they don't have ,even other companies don't have in the same industy. That will make them embed to you。 五、 The difference of networking type will have influences on the level of involving managers 、the width of involving departments、and the richness of resources flowing between strategic alliance When the networking type is knowledge network embedded to product network ,the level of involving managers are high、the width of involving departments are wide 、the resources flowing between strategic alliance are rich ;When the networking type is knowledge network embedded to the transaction process ,the level of involving managers are high、the width of involving departments are wide 、the resources flowing between strategic alliance are rich. That is because involving the transaction of buying machine、material ,and the total amount of money is very high ; When the networking type is pure knowledge network (with universities、research institutes) , the level of involving managers are low、the width of involving departments are narrow 、the resources flowing between strategic alliance are few。

本論文主要以合作網路觀點為出發、知識資源為本體，探討組織間與組織內如何進行知識移轉與知識擴散之相關學術議題。本研究以台灣連鎖服務業為例，藉由個案分析的探索性研究，深入訪問十一家知名連鎖業者，分析本國連鎖服務業者如何藉由與國外知識提供者的合作網路建構來進行連鎖總部的核心知識移轉；另外，並深入分析本國連鎖業者如何將移轉自國外的經營知識加以轉化，並藉由內部的連鎖網路體系將單店所需的作業性知識擴散至各連鎖店中。 　　本研究發現網路關係的強度與知識內隱程度會影響組織間進行知識移轉與組織內進行知識擴散的機制。當知識內隱性愈高時，組織間或組織內的知識移轉／擴散媒介愈以人、團隊等有機型式為主，其知識移轉／擴散時間較長；當知識較外顯時，則其以文件、檔案等機械型式為主要知識移轉／擴散媒介，其知識移轉／擴散時間較短。其次，本研究發現合作雙方的知識基礎差異程度（資訊不對稱）將影響彼此間的網路關係強度，當資訊愈不對稱，組織間／組織內愈以較緊密的網路關係（合資、子公司）來進行知識移轉與擴散，且由知識提供者來主導知識移轉與擴散；當彼此資訊愈對稱，組織間／組織內愈以較鬆散的網路關係（授權、代理、非正式交流）來進行知識移轉與擴散，且由知識接受者來主導知識移轉與擴散。 　　最後，本研究發現在不同的知識特質與連鎖網路關係下，連鎖服務業者應有不同的知識管理重點，其分別是：知識分散策略、知識外化策略、知識差異化策略與知識標準化策略等。

90年代後，軟體產業善用強大的知識力量建構數位王國，在知識經濟狂潮裡獨據鰲頭，他們如何利用知識征服全球的祕密，一直引發各界好奇。本研究嘗試設計一套「全新且視覺化」的衡量模式以分析、瞭解及解釋軟體產業推行知識管理之情形，取代個案研究無法見林的遺憾，從宏觀角度觀諸整個產業的現況。 　　透過前測的檢驗，確認此種衡量模式測量變項的問卷內容，將它命名「知識管理雷達圖衡量模式」，藉由「知識管理雷達圖」的視覺呈現，能輕易地辨識軟體公司實踐知識管理的深度與廣度，是屬於「知識管理實踐成效六大類型」的何類；除此之外，本研究更提出5個假設，企圖解開幾個「知識管理雷達圖衡量模式」與軟體產業所衍生的疑竇，例如：軟體公司的特徵（資本額、員工數、上市上櫃情形、年營業額以及業務重心）的不同，知識管理的實踐深度（或廣度）有顯著差異嗎？「知識策略」與「資訊科技」是否顯著相關等等。 　　在發出447份附上回郵信封的問卷、213份e-mail電子問卷，並持續進行近4個星期的監控及問卷追縱後，最終回收率為21.03%，有效問卷回收率則是19.69%。經過資料分析，發現目前高達9成軟體公司皆從事過知識管理的相關活動，然而實踐知識管理的程度卻僅僅「三顆星」等級，顯示未來努力的空間仍不少；仍有7%左右的軟體業者，在各大要素的努力乏善可陳，這些公司屬於「不知不覺」型，絲毫沒察覺知識時代已經來臨，未來前景堪憂。在假設檢定方面，其結果出乎意料，公司的規模大小、上市上櫃與否、年營業額多寡以及業務範疇的差別，皆不影響知識管理的成敗，似乎在宣告「知識管理」非大企業的專利，無名小卒亦有出頭日的機會。 / Since the 1990s, software industry has been good at building a virtual kingdom by its incredible knowledge power. And now it is a pioneer navigating by the flooding water of knowledge-base economy. Everyone is curious to understand how software firms manipulate their knowledge spells to have the world in hands. Nevertheless, the researches of industrial knowledge management usually focused on case study of best practices and resulted in many myths. Unlike them, one of the purposes of this thesis is trying to develop a new and visual knowledge management measurement model, using it to judge and explain the software industry's implementation of knowledge management and analyzing whole industry in a macro view. 　　The questionnaire operationalized to measure the variables of the new measurement model was verified after pretesting. Then the new model is framed and named “Radar Visual Measurement Model of KM.” Through a radar graph, to judge the depth and breadth of the software firm's achievements of knowledge management and to position the kind of “The Six Types of Knowledge Management Achievement” are easy to accomplish. Furthermore, five hypotheses are set up to explore some suspicions between software industry and “Radar Visual Measurement Model of KM,” such as “Are the performances (depth and breadth) of knowledge management significant different if one software firm's characteristics (included the capital, the amount of employees, listed or not listed, revenues and major scope of business) differ greatly from the others' ?” or “Is there a significant relationship between ‘knowledge strategy’ and ‘information technology’ ?” and so on. 　　After sending 447 mails (each one accompanied by a qestionnaire and a self-addressed stamped envelope) and 213 electronic questionnaires by e-mail, monitoring and tracing returns were begun and continued about four weeks. The final response rate is 21.03% but the valid response rate is 19.69%. Then the result of the qualitative data analysis indicates that 1) it's a common phenomenon in the software industry that over 90 per cent of software firms have ever performed knowledge management but the average level of performance depth only belongs to ‘three-star’ class. So all the software firms have to keep on making their extra efforts in the future. 2) There are near 7 percent of software firms doing nothing effort on five dimensions called ‘Unconsciousness’. They are unaware that the knowledge era is coming; therefore, they probably have a dark future. Moreover, two of the five hypotheses are not supported by the facts and surprised us. They point out that the scale of a company, the situation of listed, the total revenues and the scope of business don't affect the performances of knowledge management. In other words, they may proclaim that KM is not a monopoly of a large enterprise and a small firm still has its chance to be strong by knowledge management.

<p>The increasing complexity of products and systems today has forced new processes, methods, and tools for managing the development of products. It has also forced the development of complex organisations and diverse relationships among functions and peoples within product development organisations. This implies a need for integrated processes. There is a need to study collaborative product development (CPD) from a holistic perspective, where internal as well as external collaboration are studied as integrated parts of CPD settings.</p><p>Thus, the main purpose of the research project is to facilitate the efficient execution of collaborative product development projects in the manufacturing industry. Further, the objective is to provide a supporting model for analysing and setting up projects in CPD settings. This will enable successful product development in terms of lowering costs, increasing the perceived quality of the product, and improving the timing to market. The focus is on the CPD projects, linking internal and external collaboration.</p><p>A systems approach is applied to the research project to obtain the holistic view needed for addressing the CPD setting. Within the research project, case study research is used as the primary method when gathering empirics. The results from four case studies are tested and analysed in a concluding survey.</p><p>The results show that shared visions and goals, the decision-making process, tools and methods, requirement management, and involvement are the most important factors for efficient CPD projects. If the collaborative complexity is high, the first four factors are especially important. The results are presented in a model to be used as a support when setting-up and managing CPD projects. The model is applied together with a process for managing CPD projects.</p>

<p>Kunskapsöverföring är en nödvändig förutsättning för att säkerställa organisationers existens och framåtskridande. Utgångspunkt för denna uppsats är förstudiens roll i mjukvaruprojekt och dess betydelse för den fortsatta systemutvecklingsprocessen. Fokus liggerpå kunskap som genereras under förstudien, samt hur och i vilken omfattning kunskapen förs vidare till analysfasen i systemutvecklingsprocessen. </p><p>Resultatet visar att förstudien utgör ett viktigt beslutsunderlag och är en nödvändig förutsättning för att gå vidare i systemutvecklingsprocessen. Kunskapsöverföring genom dokumentation och via muntliga föredragningar är otillräcklig, eftersom det finns ett ”filter” som innebär att erfarenhetsbaserad kunskap inte överförs mellan förstudie och analys via dokument eller via muntliga föredragningar. Därför måste personer som deltar i förstudien finnas med senare i utvecklingsprocessen, för att artikulera den ”tysta” erfarenhetsbaserade kunskapen till explicita former. </p><p>Vi drar slutsatserna att kunskapsöverföring via dokument är bra, men räcker inte enligt vår mening. Då det mesta av kunskapen är implicit, det vill säga tyst och/eller ordlös, kommer den inte med i en skriftlig rapport. Kompletteras rapporten med muntliga föredragningar, kommer man ytterligare ett steg närmare en optimal kunskapsöverföring, men det räcker fortfarande inte, då den tysta kunskapen alltjämt utgör ett hinder. Kunskapsöverföring måste ske genom personer, som finns med både i förstudie- och analysfasen, men det måste tillskapas arenor för kunskapsomvandling och kommunikation. Genom en arena för kunskapsomvandling kan den tysta kunskapen göras kommunicerbar. En arena för kommunikation utgör sen den sista byggstenen på väg mot en effektiv kunskapsöverföring. Kunskapsöverföring måste "organiseras". Vi lämnar därför ett förslag till en kunskapsöverföringsmodell. </p> / <p>Knowledge transfer is necessary condition to guarantee the existence and progress of organisations. The starting-point for this paper is the role of the feasibility study in a software project and it’s significance for the subsequent system development process. The focus is on knowledge, which is generated under the feasibility study, and how and in which dimension knowledge is bringing on to the analysis in the system development process. </p><p>The result shows that the feasibility study is an important base of decision and a necessary condition of the future system development process. Knowledge transfer by documentation and by oral presentation of reports is insufficient, because there is a"filter"which means that knowledge of experience not will be transferred between feasibility study and analysis by documentation and by oral presentation. Furthermore must persons who are involved in the feasibility study occur even later in the development process, to articulate the "silence" knowledge of experience into explicit forms. </p><p>We draw the conclusions that knowledge transfer by documents is good, but not enough in our opinion. Because most of the knowledge is implicit, which means silent and/or without words, it will not been in the report. If the report will be completed with oral presentations, you will came further one step near an optimal knowledge transfer, but it’s still not enough, because the silent knowledge still is an obstruction. Knowledge transfer must be done by persons, who’s in both the feasibility study and analysis, but there must be an arena for knowledge transformation and communication. Through an arena for knowledge transformation the silent knowledge can be communicative. An arena for communication is then the last stone of building an effective knowledge transfer. Knowledge transfer must be "organised". We therefore present a proposal to a model of knowledge transfer.</p>

<p>The purpose of this thesis is to develop an understanding of if/how national cultural differences influence communication and transmission channels in cross-border transfer of organizational knowledge. To develop such an understanding a single case study has been conducted on Q-Med AB, a Swedish knowledge intensive biotechnology/medical device company. The case study is based on two theories; Gupta & Govindarajan’s (2000) work of four forces that affect effective knowledge transfer and Project GLOBE’s nine cultural dimensions. Our findings confirm that national cultural differences do influence communication and transmission channels when transferring knowledge cross-borders. More specifically, our case study shows that the cultural differences influencing Q-Med AB’s communication and transmission channels are: Power Distance, Institutional Collectivism, In-Group Collectivism, Assertiveness and Performance Orientation. Also language differences are regarded as an important factor by Q-Med AB. However, the results of this thesis are specific for the company studied. Therefore our study only contributes with insights, regarding the influence of cultural differences on communication and transmission channels when transferring knowledge cross-borders, for other knowledge intensive companies facing global challenges. Our findings and conclusions are summarized in our own theoretical model, which brings together the two internationally well-acknowledged theories mentioned above and the results of our case study.</p> / <p>Syftet med denna uppsats är att skapa en förståelse för om/hur nationella kulturella skillnader påverkar kommunikation och överföringskanaler i gränsöverskridande organisatorisk kunskaps-överföring. För att skapa denna förståelse har vi genomfört en fallstudie på Q-Med AB, ett svenskt kunskapsintensivt bioteknologiskt/medicintekniskt företag. Fallstudien baseras på två teorier; Gupta & Govindarajan:s (2000) studie om fyra faktorer som påverkar effektiv kunskapsöverföring och Project GLOBE:s nio kulturella dimensioner. Våra resultat bekräftar att nationella kulturella skillnader i hög grad påverkar kommunikation och överföringskanaler vid gränsöverskridande kunskapsöverföring. Mer specifikt visar vår fallstudie att de kulturella skillnader som påverkar Q-Med AB:s kommunikation och överföringskanaler är: Power Distance, Institutional Collectivism, In-Group Collectivism, Assertiveness och Performance Orientation. Språkliga skillnader anses också vara viktiga enligt Q-Med AB. Dock är resultaten från denna studie specifika för det undersökta företaget. Därmed bidrar vår uppsats endast med insikter om hur kulturella skillnader påverkar kommunikation och överföringskanaler i gränsöverskridande kunskapsöverföring för andra kunskapsintensiva multinationella företag. Våra slutsatser är sammanställda i vår egen teoretiska modell som kombinerar de två ovan nämnda, internationellt erkända teorier och resultaten från vår fallstudie.</p>

The thesis aim is to visualize and understand what happens to intentions formulated in national steering documents to be interpreted and implemented in schools to give every pupil without exception access to an equivalent education.   The principal starting point is that the individual official, or “street bureaucrat”, working inside school is the key person in interpreting steering document content.  A theory-based analysis model was constructed from the different levels of national school steering systems, including knowledge appropriation and knowledge transfer as theoretical concepts.  In the model, state, municipality, school and pupil constitute separate institutional concepts forming four frames, with three levels, macro, meso and micro, with school and pupil on the latter level. Following the process involving national steering documents, the actual steering of schools and the interpretation and implementation of the mission at different system levels highlights these documents’ importance.   The empirical material comprises five studies: Study 1, a literature study focusing on the expression A school for everyone; Study 2, a document study on the steering of schools in two systems; Studies 3 and 4, two mutually independent questionnaire studies about national steering documents involving school leaders undergoing school leadership education and special needs teachers-to-be during their education and Study 5,  a document study of pupil assistants’ role as officials in the two steering systems.   The conclusion of the thesis may be that the pedagogical significance of the steering documents depends on how administrative and school officials, individually and collectively, interpret and implement the mission among the pupils. Claiming that A school for everyone applies to everyone requires routines in whichever system which ensure that all steering process officials absorb the steering document content and agree on a common pedagogical foundation about who are all pupils, which ones need special support and what measures will give all pupils access to an equivalent education.

The increasing complexity of products and systems today has forced new processes, methods, and tools for managing the development of products. It has also forced the development of complex organisations and diverse relationships among functions and peoples within product development organisations. This implies a need for integrated processes. There is a need to study collaborative product development (CPD) from a holistic perspective, where internal as well as external collaboration are studied as integrated parts of CPD settings. Thus, the main purpose of the research project is to facilitate the efficient execution of collaborative product development projects in the manufacturing industry. Further, the objective is to provide a supporting model for analysing and setting up projects in CPD settings. This will enable successful product development in terms of lowering costs, increasing the perceived quality of the product, and improving the timing to market. The focus is on the CPD projects, linking internal and external collaboration. A systems approach is applied to the research project to obtain the holistic view needed for addressing the CPD setting. Within the research project, case study research is used as the primary method when gathering empirics. The results from four case studies are tested and analysed in a concluding survey. The results show that shared visions and goals, the decision-making process, tools and methods, requirement management, and involvement are the most important factors for efficient CPD projects. If the collaborative complexity is high, the first four factors are especially important. The results are presented in a model to be used as a support when setting-up and managing CPD projects. The model is applied together with a process for managing CPD projects.

A big part of assets in companies today consists of their employees knowledge and skills. In today’s society knowledge insensitive companies are increasing. The survival of these companies lie in the knowledge of their employees, which make it of great importance that knowledge transfer is managed properly. Knowledge transfer is important since it makes it possible for co-workers to apply old solutions to new problems that arise, using knowledge that already existing within the organization. From a knowledge transfer point of view, using project as an overall structure has both advantages and disadvantages. Since work comprehended in a project is limited in time knowledge and experiences made from a project may not come to use in a future project. Members of a temporary organization do not have a department to return to and there fore no natural way to transfer the knowledge they gained. Purpose of this paper is to describe knowledge transfer in project-based organization and barriers for doing so between projects. The study is conducted at two Swedish companies, SABO AB and Struktur Svenska Kontor AB in the service sector using interviews, studies of documents and observations. Our paper contribute to research by describing problems with knowledge transfer in two small project-based service organization using new concepts and cast shed on problems depending by the organisation, members and the character of project within in the organization. Key words: . / En stor del av tillgångarna hos många av dagens organisationer utgörs av deras medarbetares kunskap och skicklighet. Vi lever i ett samhälle där kunskapsintensiva företag kommer att bli allt fler. I och med att dessa organisationer fortsätter att existera på grund av medarbetarnas kunskap är det av stor vikt att kunskapsöverföring fungerar väl. Kunskapsöverföring är viktig eftersom den möjliggör för medarbetare att använda sig av gamla lösningar på nya problem. Många av dagens företag organiserar sig i projektform, en företeelse som har blivit allt vanligare på senare tid. Att organisera sin verksamhet i projektform kan medföra både för och nackdelar när det gäller kunskapsöverföring. Detta beroende på att de konstellationer som byggs upp under ett projekt upphör när projektet är avslutat. Projektmedlemmar har heller ingen avdelning att återvända till, vilket gör att kunskap och erfarenheter från ett projekt blir svårare att sprida vidare. Syftet med uppsatsen är att beskriva kunskapsöverföring i projektbaserade organisationer samt vilka problem de har när det gäller kunskapsöverföringen mellan projekt. Undersökningen grundar sig på intervjuer, dokumentstudier och observationer som har genomförts på SABO AB och Struktur Svenska Kontor AB. Dessa företag är tjänsteproducerade och organiserar sin verksamhet i projektfrom. Vår uppsats bidrar till tidigare forskning genom att beskriva hinder för kunskapsöverföring i två små projektbaserade tjänsteföretag genom att använda nya koncept och belysa problem beroende av organisationen, individen och projektens karaktär inom organisationen.