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Abstract
Organizations have boundaries that serve various purposes; for example, differentiating internal operations from external activities and controlling flows of information. Boundaries can however hinder knowledge exchange in inter‐organizational collaboration, leading to less effective outcomes. Empirical results from comparative case studies on how boundaries between organizations in a project can be bridged effectively to support knowledge exchange are presented. End‐user organizations and real estate companies form the subjects of the enquiry. The results show that the depth of involvement of the end‐user organization varies widely and, with it, the use of bridging roles and activities. To identify bridging strategies that can foster productive knowledge exchange in inter‐organizational collaboration, it is necessary to understand contextual aspects of end‐users’ needs to ensure the availability of sufficient competence within, and time for, the project team to perform its duties.