Dynamically integrating knowledge in teams
Subtitle: transforming resources into performance
By: Heidi K. Gardner, Francesca Gino, Bradley R. Staats
Contributors: Gino, Francesca; Staats, Bradley R.; Harvard Business School
Edition: Rev.
Series: Working paper / Harvard Business School -- 11-009; Working paper (Harvard Business School) -- 11-009
Publisher: Harvard Business School
Published: 2011
Place of publication: Boston]
Language: eng
Number of pages: 53
Description: In knowledge-based environments, teams must develop a systematic approach to integrating knowledge resources throughout the course of projects in order to perform effectively. Yet, many teams fail to do so. Drawing on the resource-based view of the firm, we examine how teams can develop a knowledge-integration capability to dynamically integrate members' resources into higher performance. We distinguish among three sets of resources: relational, experiential, and structural, and propose that they differentially influence a team's knowledge-integration capability. We test our theoretical framework using data on knowledge workers in professional services, and discuss implications for research and practice.
Notes: "July 2010, revised September 2011" -- Publisher's website.

"September 7, 2011" -- added t.p.

Previously published as: Leveraging team familiarity to handle uncertainty : a resource-based view of team performance.

Includes bibliographical references.