 Purpose-Issues surrounding knowledge management, knowledge transfer and learning within organisations challenge continuity and resilience in the face of changing environments. While initiatives are principally applied within large organisations, there is scope to assess how the processes are handled within small and medium enterprises (SMEs) and to consider how they might be enhanced. This paper presents an evaluation of practice within an evolving software development unit to determine what has been learned and how the knowledge acquired has been utilised to further organisational development. These results provide the basis for the design and implementation of a proposed support tool to enhance professional practice.  Design/methodology/approach-A small software development unit, which has successfully delivered bespoke systems since its establishment a number of years ago, was selected for analysis. The unit operates as a team whose actions and behaviours were identified and validated by the following means: in-depth interviews were carried out with each member of the team to elicit an understanding of individual and collective development. Interview data were recorded and transcribed and subjected to qualitative analysis to identify key themes underpinning knowledge acquisition and utilisation. Samples of project documentation were scrutinised to corroborate interview data. After analysing the data, a focus-group meeting was held to validate the results and to generate further insights into learning within the team.  Findings-Qualitative analysis of the data revealed key changes in thinking and practice within the team as well as insight into the development of individual and collective contextual knowledge, tacit understanding and learning. This analysis informed the proposal of a bespoke, lightweight, web-based system to support knowledge capture and organisational learning (OL). This approach has the potential to promote resilience and to enhance practice in similar small or start-up enterprises.  Research limitations/implications-Purposeful sampling was used in selecting a small software development team. This enabled in-depth interviewing of all members of the team. This offered a rich environment from which to derive awareness and understanding of individual and collective knowledge acquisition and learning. Focusing on a single small enterprise limits the extent to which the

Knowledge management and knowledge transfer within organisations challenge continuity and resilience in the face of changing environments. While issues are principally addressed within large organisations, there is scope to evaluate how knowledge assets are managed within small and medium enterprises and to consider how the process might be enhanced. The research reported here aimed to evaluate practice within an evolving software development unit to understand how knowledge has been acquired and utilised to further organisational development. In-depth interviews were carried out with members of the unit to elicit an understanding of individual and collective learning. Qualitative analysis of the data revealed key changes in thinking and practice as well as insight into the development of individuals' contextual knowledge and tacit understanding. This analysis led to the proposal of a bespoke, lightweight web-based system to support knowledge capture and organisational learning. This work is still in progress but it is anticipated that the results will provide a potentially novel and beneficial method for enhancing knowledge assets in small enterprises and consolidating valuable, and potentially scarce, expertise.