Managing time pacing in organizations transitioning to a project- based mode – 3 case studies of two multinational companies

International audienceThis paper aims to better understand how teams create new knowledge to adapt their work processes as they move from managing ongoing and well-defined operations to a project mode. We particularly focus on major events affecting projects and demonstrate that temporality influences actors' willingness and ability to generate new knowledge within the team and to diffuse that knowledge at different levels in the organization. Results show that time is mostly not considered as linear but rather in its subjective dimension. Thus, subjective perceptions of time such as temporal compression or flow enhance the generation of tacit or explicit knowledge. In this study, we study three projects by two multinationals to show the different reactions and perceptions of timing of team members. Our research brings new insights on organizations that moved from a mode based on ongoing operations to a project-led mode as well as knowledge generation