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Many studies have reported the beneficial influences of various artistic methods on organizational processes, culture, and learning. This paper connects to those findings by presenting an empirical case study of a situation in which a special form of handicraft, guerilla knitting or yarn bombing, was used in a museum organization to facilitate the planning and implementation of an exhibition project. The idea of knitting was suggested by one of the museum experts and accepted and facilitated by the museum manager. The emerging nature of guerilla knitting is of particular importance since most artistic methods are introduced by the management. The data are collected by action research including observations, photos and keeping a field diary. The study demonstrates how knitting functioned as a way to counter the initial resistance to working with the particular project, created an increased sense of togetherness, and facilitated a museum hosting a successful exhibition. The knitting project also enabled the museum professionals to cross several institutional borders, such as institutionalized work practices, culture of individual achievement, management practice and physical museum space. The qualities of guerilla knitting are analyzed with the help of Schiuma’s models of art-based initiatives.



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