Knowledge integration between the change program and the parent organisation

Change programs interact with the surrounding parent organisation to access resources, support and knowledge relevant to their goals. Prior research has investigated knowledge integration particularly in product development and not sufficiently between change programs and their parent organisations. More research is needed on knowledge integration during the entire lifecycle of change programs. The purpose of this paper is to increase understanding on the situated practises used for knowledge integration between a change program and its parent organisation during the program lifecycle. We use a qualitative single‐case study methodology in a successful public‐sector change program to develop and test a framework on knowledge integration practises and roles, and to reveal knowledge integration practises regarding organisational and project management routines during the program's lifecycle. The results report evidence on the situatedness and dynamics of knowledge integration, and on the rather improvisational nature of project management even in highly institutionalised contexts.