We present an empirical analysis of workplace learning using concepts from Activity Theory. The overall aim is to understand the evolution of a shared artifact in the boundary zone between a commercial organization (company) and its customers, on one hand, and between the company and a group of researchers on the other. The shared artifact is a project planning tool suite developed for customers by the company. We have identified three boundary-crossing activities: product development, user participation, and researchers' intervention and discuss their contributions to knowledge advancement on the basis of two identified contradictions. The interaction between developers and customers identifies a contradiction in adaptive product development, and the interaction between developers and researchers identifies a contradiction in use of a CRM system. We use data excerpts from a video-recorded interview and a design workshop to analyze our findings.
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