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Purpose – The purpose of this paper is to shed light on the problematics of learning across knowledge boundaries in organizational settings. The paper specifically explores learning processes that emerge, when a new knowledge domain is introduced into an existing organizational practice with the aim of creating a new combined practice. Design/methodology/approach – A case study was carried out as a “natural experiment” in an engineering consultancy, where emerging initiatives to integrate the newly acquired competencies into the existing practice were explored. A theoretical framework informed by selected perspectives on learning processes and boundary processes was applied on three illustrative vignettes to illuminate learning potentials and shortcomings in boundary processes. Findings – In the engineering consultancy, it was found that while learning did occur in the consultancy organization, it remained discrete in ‘pockets’ of learning; mainly at an individual level, at project level or as domain-specific learning. Learning processes were intertwined with elements of domain-specific interests, power, managerial support, structural conditions, material and epistemic differences between knowledge domains. Research limitations/implications – The finding in this paper is based on a single case study: hence, the findings' generalizability may be limited. Practical implications – The paper argues that learning across knowledge domains needs various forms of supporting initiatives and constant readiness to alter or counteract when an initiative's shortcomings appear or undesired learning loops arise. Originality/value – The paper contributes to understanding the complexity of learning across knowledge boundaries in organizational settings.

Abstract.BACKGROUND: The integration of ergonomics knowledge into engineering projects leads to both healthier and more efficient workplaces. There is a lack of knowledge about integrating ergonomic knowledge into the design practice in engineering consultancies. OBJECTIVES:This study explores how organizational resources can pose constraints for the integration of ergonomics knowledge into engineering design projects in a business-driven setting, and how ergonomists cope with these resource constraints.PARTICIPANTS: An exploratory case study in an engineering consultancy was conducted. A total of 27 participants were interviewed. METHODS:Data were collected applying semi-structured interviews, observations, and documentary studies. Interviews were transcribed, coded, and categorized into themes. RESULTS:From the analysis five overall themes emerged as major constituents of resource constraints: 1) maximizing project revenue, 2) payment for ergonomics services, 3) value of ergonomic services, 4) role of the client, and 5) coping strategies to overcome resource constraints. CONCLUSION:We hypothesize that resource constraints were shaped due to sub-optimization of costs in design projects. The economical contribution of ergonomics measures was not evaluated in the entire life cycle of a designed workplace. Coping strategies included teaming up with engineering designers in the sales process or creating an alliance with ergonomists in the client organization.