Twenty Second European Conference on Information Systems, Tel Aviv 2014 1 THE PROJECT WORLD – GAMIFICATION IN PROJECT KNOWLEDGE MANAGEMENT Research in Progress Schacht, Silvia, University of Mannheim, Mannheim, Germany, schacht@es.uni- mannheim.de Morana, Stefan, University of Mannheim, Mannheim, Germany, morana@es.uni- mannheim.de Maedche, Alexander, University of Mannheim, Mannheim, Germany, maedche@es.uni- mannheim.de Abstract To this day, companies struggle to manage what they know. More specially, project teams are reinventing the wheel by finding already known solutions or making mistakes that were already made in the organization. Many researchers are studying the challenge of managing knowledge, and they often focus on knowledge documentation, storage, and transfer. However, mostly knowledge reuse is omitted by research. In this paper, we present a gamified project knowledge management system to address this gap. Due to the integration of gamification mechanisms we follow a new approach to enable project teams to share their experiences and thus, reuse project-related knowledge. With our work we contribute to both research and practice. On the one hand, we follow the call of researchers for more studies in the field of gamification since its effects needs to be tested and demonstrated by applying rigorous research methods. On the other hand, by following the new way of integrating gaming mechanisms in a knowledge management system, we open a new area for research opportunities in knowledge management research. Furthermore, practitioners may leverage our proposed ideas and build specific artifacts adapted to the actual needs of the organization and its employees. Keywords: Gamification, Project Knowledge Management System, Knowledge Reuse. 1 Introduction Although knowledge management (KM) is intensively studied in many disciplines like psychology, economics, and social sciences (Wiig 2000), practitioners are still struggling in managing what they know. In particular, information systems (IS) projects may benefit from a sophisticated KM (Reich et al. 2008), since more than 60 percent of IS projects are challenged or even cancelled (Standish Group International 2013). A main reason is a lack of passing on project-related knowledge to other projects resulting in valuable knowledge being lost (Schindler & Eppler 2003). Therefore, many researchers in the IS area address their studies on KM-related issues. In general, IS researchers focusing on KM follow one of two streams. First, researchers are observing individuals, project teams or entire organizations in order to understand which factors influence KM (e.g. Swan et al. 2010; Petter & Randolph 2009; Julian 2008; Majchrzak et al. 2004; Argote et al. 2003). Second, researchers study KM systems, their design, reconfiguration and implementation in order to provide a solution to recent KM issues (e.g. Petter & Vaishnavi 2008; Wei et al. 2002; Alavi & Leidner 2001; Markus et al. 2002). Although a great deal research exists in the field of KM today, most key findings were published