Since projects enjoy autonomy, they easily become
separated from each other, with the risk of turning the company into
a series of disconnected projects. Therefore, project-based companies
will tend to suffer from certain weaknesses – e.g. failure to bring about
company-wide development and learning (Hobday, 2000) and difficulties
in linking projects to firm-level business processes (Gann and Salter,
2000). Furthermore, projects typically comprise a mix of individuals
with highly specialized competences, belonging to functionally differentiated
worldviews (Dougherty, 1992) making it difficult to establish
shared understandings, a common knowledge base