This article investigates the process of knowledge sharing between individuals in different professional groups. Through an ethnographic study in a hospital unit, we examine the individuals’ involvement in networks of practice, their sharing of organizational values, and their operational proximity. Recent attention to networks of practice has led to a view of organizations as crossroads of networks; accordingly, boundary relations between different networks of practice are of core relevance to ensure knowledge diffusion in organizations, but empirical evidence is still lacking. Our grounded theory supports the idea that working side-by-side and having common organizational values are important bases for knowledge transfer between professional groups which belong to different networks of practice. Boundary knowledge transfer evokes new kinds of organizational citizenship behaviours. Professionals who initiate the transfer exhibit extra-role behaviours which, in turn, require the recipient to perform extra-role behaviours as well. Implications of knowledge sharing between professional groups are discussed together with recommendations for managerial action.

Firms devoted to research and development and innovative activities intensively use teams to carry out knowledge intensive work and increasingly ask their employees to be engaged in multiple teams (e.g. R&D project teams) simultaneously. The literature has extensively investigated the antecedents of single teams performance, but has largely overlooked the effects of multiple team membership (MTM), i.e., the participation of a focal team's members in multiple teams simultaneously, on the focal team outcomes. In this paper we examine the relationships between team performance, MTM, the use of collaborative technologies (instant messaging), and workplace social networks (external advice receiving). The data collected in the R&D unit of an Italian company support the existence of an inverted U-shaped relationship between MTM and team performance such that teams whose members are engaged simultaneously in few or many teams experience lower performance. We found that receiving advice from external sources moderated this relationship. When MTM is low or high, external advice receiving has a positive effect, while at intermediate levels of MTM it has a negative effect. Finally, the average use of instant messaging in the team also moderated the relationship such that at low levels of MTM, R&D teams whose members use instant messaging intensively attain higher performance while at high levels of MTM an intense use of instant messaging is associated with lower team performance. We conclude with a discussion of theoretical and practical implications for innovative firms engaged in multitasking work scenarios.

This paper investigates the process that leads from job dissatisfaction to new business opportunities in organizations that offshore R&D activities to emerging countries. Specifically, we investigate a major source of job dissatisfaction for offshore professionals: the misalignment between the work that they perform and their professional identity. Our findings indicate that offshore professionals react against the perception of threat to work-identity integrity through individual and collective job crafting. A significant outcome of job crafting is the introduction of new markets, industries, and services, which are expected to change job design. The perceptions of the compatibility of organizational identity with professional identity and with new idea recognition on one hand, and of distant and local social support on the other, act as intervening conditions in the process. We discuss theoretical contributions to the evolution of offshoring, job crafting, and the interplay between organizational and professional identity, together with managerial implications

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