The role of capital investment project teams in organisational learning

The management and organisation of capital projects in the British National Health Service (NHS) is dependent upon project teams. An analysis of four case studies shows how these teams also act as agents of learning for individuals and the organisation. This article considers the process by which learning came about. In particular it identifies the ability of the project teams to develop a parallel organisation within a wider organisational context. These teams develop specific rules, roles and relationships which help individual project team members to more effectively share their knowledge with others and their organisation.