Background:The management of knowledge within organizations and projects has become increasinglyimportant. In addition, the number of transnational projects is on the rise. Moreover, projectsare considered the loci where new knowledge is generated. Further, the asset of knowledge ishighly related to the competitiveness and value creation of the organization. Yet, due to theintangible nature of knowledge, it is often considered difficult to manage.

Literature review: Literature shows a growing interest in the topic of knowledge management and theenhancement of new knowledge creation. Additionally, structuring and managing this processwithin projects is highly complex due to the nature of projects as temporary organizations.Mitigating these challenges demands careful actions and thoughtfulness throughout the project.Moreover, the conversion between tacit knowledge and explicit knowledge to generate newknowledge is vital. Managing tacit knowledge on an individual level is difficult, yet crucial forprojects and organizations to absorb knowledge into the core of the operations.

Method:The methodology employed in this research is a constructionist research design with relativismas ontology. The standpoint of the study is therefore that several truths exist and that facts aredependent on the viewpoint of each observer. As the study aims to investigate the knowledgecreation process within an international multi-actor project, several perspectives with their ownunderlying reality, as well as truth, must surrender to the surface. The study follows aqualitative and abductive research approach. A single case study was carried out with purposivesampling. Primary data consists of six semi-structured interviews and one observation thatprovides the foundation for the findings. The seven steps of grounded theory were used toanalyze the empirical findings.

Findings & Analysis: From the findings of the study, the starting point for the generation of tacit knowledge was seento be shared experiences. Additionally, to fully generate the tacit knowledge, a strategic purpose was seen to be critical. Further, to transform the generated knowledge into explicitknowledge, feedback loops internally among the different actors were identified. Yet, thedimension of feedback loops was not sufficient in itself to generate and transform into explicitand codified knowledge. The incorporation of practical instruments enabled the knowledge tobecome codified knowledge available to be absorbed on an organizational or project level.Finally, SACC-USA acting as a neutral facilitator was seen as a vital component for the successof the project. Further, they enabled the process to take place and bridged the differencesbetween the actors involved in the project.

Conclusion:Compared to projects within organizations, projects with different actors and culturaldifferences do not share tacit knowledge as a starting point. They need to form theseexperiences together with respect to their shared interest and understanding of each other'sdifferences. To enable the process of tacit knowledge between the individuals responsible forthe project, shared experiences are crucial. Additionally, to discuss the strategic purpose createsa common ground between the actors and fulfills the generation of tacit knowledge.Furthermore, for the generation of new knowledge to take place, this needs to be converted intoexplicit knowledge through feedback loops internally and further transformed into practicalinstruments.