Grounded within knowledge management (KM) theory and conceptions of tacit and explicit knowledge, this article draws on historical evidence from the Early Years Literacy Project (EYLP), a four-year instructional renewal strategy implemented across 100 schools in a large Canadian school district. The EYLP management approach included a series of interconnected crosscutting committees supporting powerful knowledge-sharing opportunities. The factors influencing tacit knowledge sharing and the unanticipated consequences for program implementation are explored. Finally, the implications of the findings for research and practice related to tacit and explicit knowledge and KM are discussed, along with recommendations for future research and practice.