Document Type



A software company operates in a dynamic, knowledge intensive business. To stay competitive in such a business, the R&D processes and their development play a significant role. Knowledge management becomes a factor when organizing knowledge work. This paper is based on a qualitative case study conducted in a software company moving to component based production. In addition to theoretical insights, the paper describes the KM challenges involved in this process and suggests solutions to these. Also some managerial implications are proposed.