Feeling the heat
Subtitle: the effects of performance pressure on teams' knowledge use and performance
By: Heidi K. Gardner
Contributors: Harvard Business School
Series: Working paper / Harvard Business School -- 09-126; Working paper (Harvard Business School) -- 09-126
Publisher: Harvard Business School
Published: 2009
Place of publication: Boston]
Language: eng
Number of pages: 41
Description: Why do some teams fail to use their members' knowledge effectively, even after they have correctly identified each other's expertise? This paper identifies performance pressure as a critical barrier to effective knowledge utilization. Performance pressure creates threat rigidity effects in teams, meaning that they default to using the expertise of high-status members while becoming less effective at using team members with deep client knowledge. Using a multi-method field study across two professional service firms to refine and test the proposed model, I also find that only the use of client-specific expertise (not the expertise of high-status members) enhances client-rated performance. This paper thus reveals a paradox affecting teams' use of members' knowledge: the more important the project, the less effective the team. This paper contributes to the emerging literature linking team-level expertise utilization (instead of just recognition) with performance outcomes and also adds a novel, team-level perspective to the literature on inter-firm relations.
Notes: "April 2009"--Publisher's website.

Includes bibliographical references.