Presents an extended study of the transformation of a university research group into a learning organization. The transformation process was realized during the rapid development of a small group into a medium‐sized organization through the addition of major projects, necessitating change from...

Discusses how, in Part 1 the research group was at a “pioneering crisis” stage with considerable role and task ambiguity. An organizational development process was initiated aiming for greater systemization: a matrix structure was introduced and a groupware tool, the plan‐document (PD1),...