This paper focuses on the issue of knowledge transfer from consultants to the final users of the ERP system during its implementation. For a long time, the knowledge transfer has been recognized as one of the key success factors of the implementation proj
ects of any type. Basing on the literature, two alternative approaches to the knowledge transfer were identified: an exploration oriented one, assuming users active participation in the implementation process and another one, i.e. instruction oriented kn
owledge transfer, depending on the users training provided by the consultants after the implementation has been completed. A study of 10 ERP implementation projects is presented to determine how enterprises solve the knowledge transfer issue in real‑life
environment. At the end the paper presents the evaluation of the amount of external workload from the consultants needed to accomplish the knowledge transfer process with the use of the two alternative approaches. It is based on the field study in two co
mparable enterprises. The main value of the research is that it presents the generalization of the knowledge transfer procedures used in real‑life ERP projects and then evaluates the difference in external workload from the consultants in a very unique si
tuation of two very similar enterprises, with comparable business processes and information requirements, and which implemented the same ERP system with help of the same external consultants but using different knowledge transfer approach.