Abstract
The conductor of this case study uses causal mapping to show that external changes to an enterprise resource planning project can trigger a chain reaction, resulting in weak performance of key knowledge management activities such as knowledge capture, sharing, and integration. Management decisions responding to these changes may lead to knowledge dilemmas that can trigger unwanted dynamic behavior, finally causing project drift. This research extends existing knowledge on knowledge management challenges by emphasizing the need to reveal the dynamics behind how knowledge management challenges unfold over time.