Intellectual capital is one of the most important organisational resources, so Knowledge Management (KM) belongs to everyday activities in business life. An especially critical step of KM is knowledge acquisition and sharing, which makes up for knowledge gaps to achieve a higher level of organisational performance. Organisational practice turns to solutions more and more, which acquire the necessary knowledge with the help of external sources. A possible solution is employing interim managers, who have gained extensive knowledge by solving the problems of different organisations. As a knowledge manager, the interim manager brings the new knowledge into the organisation, develops, transfers uses, and preserve it. In our qualitative research, using the logic of an own model, we tried to identify the phases in which KM and the activity of the interim manager are connected. A structured in-depth interview was used to collect information that was evaluated using the NVivo program. The result shows that, in most cases, managerial and professional knowledge is also transferred, and the interim managers are valuable to enterprises for their tacit knowledge. Knowledge transfer and development result from collaboration, knowledge generation through shared thinking, and knowledge development through that individuals solve complex problems independently. In every case, a prerequisite of successful knowledge transfer (and its integration into organisational memory) is the trust developed between the sponsor and the interim manager. In the improvement of knowledge, the practical result of the knowledge brought in by the interim manager is the education of a successor who is able and willing to adapt the tacit knowledge from the interim manager. The last phase of the value chain is the utilisation and preservation of the knowledge brought in by the interim manager for long-term success.

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