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This paper explores the possibility that utilizing the firm's knowledge resources to complete important tasks can backfire and undermine competitive performance. Drawing on organizational capabilities and knowledge-sharing research, we develop a situated performance view that holds that the value of obtaining and using knowledge within a firm depends on the(More)
Knowledge gathering can create problems as well as benefits for project teams in work environments characterized by overload, ambiguity, and politics. This paper proposes that the value of knowledge gathering in such environments is greater under conditions that enhance team processing, sensemaking, and buffering capabilities. The hypotheses were tested(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)
Over the years, as teams have grown more diverse, dispersed, digital, and dynamic, collaboration has become more complex. But though teams face new challenges, their success still depends on a core set of fundamentals. As J. Richard Hackman, who began researching teams in the 1970s, discovered, what matters most isn't the personalities or behavior of the(More)
This paper examines the roles of cosmopolitans and locals in transnational teams that work on knowledgeintensive projects. I propose that cosmopolitan and local team members can help their teams to acquire and apply knowledge more effectively, by bringing both internal and external knowledge to their teams and enabling them to more successfully transform(More)
We develop a differentiated productivity model of knowledge sharing in organizations that proposes that different types of knowledge have different benefits for task units. In a study of 182 sales teams in a management consulting company, we find that sharing codified knowledge in the form of electronic documents saved time during the task but did not(More)