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Geographically dispersed teams are rarely 100% dispersed. However, by focusing on teams that are either fully dispersed or fully co-located, team research to date has lived on the ends of a spectrum at which relatively few teams may actually work. In this paper, we develop a more robust view of geographic dispersion in teams. Specifically, we focus on the(More)
E ffective work groups engage in external knowledge sharing—the exchange of information, know-how, and feedback with customers, organizational experts, and others outside of the group. This paper argues that the value of external knowledge sharing increases when work groups are more structurally diverse. A structurally diverse work group is one in which the(More)
Significant increases in the geographic distribution of work have been touted widely. Yet a large body of evidence suggests that close proximity is beneficial to relationships and group interaction. We examine these benefits through the lens of research on the mere presence of others, face-to-face communication, shared social settings, and frequency of(More)
Scientific and engineering research increasingly involves multidisciplinary collaboration, sometimes across multiple organizations. Technological advances have made such cross-boundary projects possible, yet they can carry high coordination costs. This study investigated scientific collaboration across disciplinary and university boundaries to understand(More)
Geographically dispersed teams whose members do not allocate all of their time to a single team increasingly carry out knowledge-intensive work in multinational organizations. Taking an attention-based view of team design , we investigate the antecedents and consequences of member time allocation in a multi-level study of 2055 members of 285 teams in a(More)