<p>Problem</p><p>Knowledge is becoming ever more vital in today’s economy and organisations are realising the need to act on the advantages it provides. Knowledge is complex and contradictory, making it difficult to be created and managed by organisations.</p><p>Purpose</p><p>The purpose of this research is to see how knowledge is created and subsequently managed within an environment characterised by progress and innovation, and to identify the most problematic areas in knowledge creation processes as well as suggest improvements.</p><p>Method</p><p>Overall, qualitative methods were used in this study. In-depth interviews were conducted with management level within three product development units, two of these were only used for support to the third and main case, Robotic Mowers. Issues of trustworthiness and ethical implications were confronted in order to provide the most advantageous method to conduct the study.</p><p>Result</p><p>Knowledge creation at Robotic Mowers originates from both external and internal sources. The most important external source and activity to create knowledge are suppliers/consultants and the most important internal sources is the use of tests. Further, the unit has a highly informal approach to the creation of knowledge and the management of it. Support to knowledge creation is mainly found in cultural aspects.</p><p>Conclusion</p><p>The unit’s knowledge creation is dependent on informal and unstructured interaction among group members and to external parties. Overall, low managerial control is exercised and the group has developed a strong culture that enhances informal ways of knowledge creation and its management. The main problem of knowledge creation is that the group fails to realise a long-term need, which is revealed through inadequate efforts in trying to turn tacit knowledge into explicit knowledge.</p>

Problem Knowledge is becoming ever more vital in today’s economy and organisations are realising the need to act on the advantages it provides. Knowledge is complex and contradictory, making it difficult to be created and managed by organisations. Purpose The purpose of this research is to see how knowledge is created and subsequently managed within an environment characterised by progress and innovation, and to identify the most problematic areas in knowledge creation processes as well as suggest improvements. Method Overall, qualitative methods were used in this study. In-depth interviews were conducted with management level within three product development units, two of these were only used for support to the third and main case, Robotic Mowers. Issues of trustworthiness and ethical implications were confronted in order to provide the most advantageous method to conduct the study. Result Knowledge creation at Robotic Mowers originates from both external and internal sources. The most important external source and activity to create knowledge are suppliers/consultants and the most important internal sources is the use of tests. Further, the unit has a highly informal approach to the creation of knowledge and the management of it. Support to knowledge creation is mainly found in cultural aspects. Conclusion The unit’s knowledge creation is dependent on informal and unstructured interaction among group members and to external parties. Overall, low managerial control is exercised and the group has developed a strong culture that enhances informal ways of knowledge creation and its management. The main problem of knowledge creation is that the group fails to realise a long-term need, which is revealed through inadequate efforts in trying to turn tacit knowledge into explicit knowledge.