000			01542nam a22001457a 4500
999			_c528733 _d528733
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100			_aSofia Pemsel, and Söderlund, Jonas _949762
245			_aKnowledge entrainment in large-scale transformation projects: The evidence-based strategy and the innovation-based strategy
260			_aProject Management Journal
300			_a55(5), Oct, 2024: p.487-506
520			_aPrior research has indicated that knowledge integration is essential for succeeding with large-scale transformation (LST) projects. However, research has largely ignored the processual properties of knowledge integration. This article embarks on the notion of knowledge entrainment and demonstrates the criticality of the processual nature of knowledge integration. Through a comparative qualitative case study of two LST projects in the healthcare sector, two knowledge entrainment strategies were identified (the evidence-based strategy and the innovation-based strategy). Data analysis uncovered triggers, practices, and outcomes of the two knowledge entrainment strategies. Additionally, the central role of temporary project management offices (PMOs) for arranging knowledge entrainment within the LST projects is demonstrated.- Reproduced https://journals.sagepub.com/doi/full/10.1177/87569728241239271
650			_aKnowledge entrainment, Knowledge integration, Temporary project management, Offices, large-scale transformation, Healthcare. _949763
773			_aProject Management Journal
942			_cAR