Project-based companies are often involved in several projects simultaneously.
A typical example might be a consulting company. The
company as an organization with an identity is permanent, but its mode
of production is dominated by projects. The governance of such companies
is a challenging task. Their heavy reliance on projects implies
that a high degree of discretion is granted to lower levels. These projects
may be interrelated, which calls for knowledge sharing efforts among
projects: projects that seem to be separate and independent may compete
for resources, attention, commitment, and legitimacy (Blomquist and
Söderholm, 2002)