Projects require tacit knowledge and shared contexts for creative
problem solving. Existing knowledge management frameworks focus on
codifying knowledge laying an emphasis on managing explicit knowledge and
typically ignoring the tacit element. This paper presents a framework that
mobilises and integrates both tacit and explicit knowledge, and facilitates the
flow of common knowledge to address unstructured situations during project
implementation. The framework is developed form empirical evidence gathered
while conducting an extended case study at one of the world’s largest
consultancy organisations that provides information systems solutions. The
research has implications for the knowledge management literature by
establishing knowledge as something that is made resourceful by being
competently mobilised and utilised, rather than by being managed through
capture and storage. Thus the paper attempts to fill a gap in the literature on a
phenomenon that is increasingly becoming more relevant in empirical settings.