Beyond cross-functional teams: knowledge integration during organizational projects and the role of social capital

Roussel, Caroline Sargis; Deltour, François

doi:10.1057/kmrp.2011.45

Cited by 22 publications

(5 citation statements)

References 41 publications

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“…Lesser (2000) proposed that networks are an important source of social capital. Social capital is inherent in personal relationship ties and interpersonal interactions (Roussel & Deltour, 2012), together with the shared values that are associated with these relationships and interactions.…”

Section: Social Capitalmentioning

confidence: 99%

Social Capital and Dynamic Capability Driving Competitive Advantage: The Moderating Role of Corporate Governance

Ou¹,

Hsu²,

Ou³

2015

IBR

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In the search for factors that drive competitive advantage, this paper develops a framework that links a firm"s capabilities and resources to its competitive advantage. The notion of governance is used as a supervisory mechanism for an organization"s sources of competitive advantage. In light of empirical advancement, this paper examines panel data of 250 high technology firms from 2001 to 2009. The findings demonstrate that the impact of dynamic capability for production on competitive advantage is positive. However, the dynamic capability for R&D does not have a significant effect. Moreover, the social capital to build network relationships with a firm"s partners emerges as essential in achieving competitive advantage. We also find that governance moderates the impact of dynamic capability and social capital on competitive advantage. The findings of this study have important management implications. Limitations of the study are considered and future research directions are identified.

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Section: Social Capitalmentioning

confidence: 99%

Social Capital and Dynamic Capability Driving Competitive Advantage: The Moderating Role of Corporate Governance

Ou¹,

Hsu²,

Ou³

2015

IBR

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“…Thus, knowledge can be integrated more easily by a team whose members trust one another (Buvik and Tvedt, 2017; Hau et al , 2013; Evans et al , 2019). Moreover, organizations with strong internal network ties and trusting relationships normally have access to high social capital, which may positively affect the behavior and attitude of team members and encourage them to share knowledge (Bartsch et al , 2013), thus enhancing internal knowledge and combination knowledge sharing (Maurer et al , 2011; Sargis Roussel and Deltour, 2012).…”

Section: Hypothetical Modelmentioning

confidence: 99%

Impact of qualified gatekeepers on team absorptive capacity: the mediating role of knowledge combination capability

Washida²,

Sasaki³

2022

JKM

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Purpose This study aims to examine direct effects of qualified team gatekeepers on absorptive capacity (AC), and the mediating roles of combinative capabilities – knowledge integration capability (KIC) and interteam coordination. Design/methodology/approach A social networking analysis was used to analyze a unique data set collected from all members of 32 Japanese research and development (R&D) teams to identify key individuals who perform daily gatekeeping functions. This study analyzed the data through partial least squares structural equation modeling with higher-order latent variables. Finally, cross-validation tests were used with holdout samples to test the model’s predictive validity. Findings Qualified gatekeepers directly contribute to teams’ realized AC but not to their potential AC. Furthermore, qualified gatekeepers can improve their teams’ capability to absorb and exploit external knowledge by facilitating their capability to consolidate knowledge, that is, its KIC and interteam coordination. Originality/value Unlike prior research that asks top managers to identify team gatekeepers, this study used social network analysis to identify these vital individuals. This study provides a new framework indicating how qualified gatekeepers impact the AC of R&D teams through the examination of both the direct and indirect paths of gatekeeping abilities, two combinative capabilities as mediators and team AC.

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“…Conversely, research suggests that if there are inconsistencies or gaps between the individual mental models of the various team members, this can impair the team's performance (Cronin & Weingart, 2007). Importantly, teams can avoid these negative performance consequences, if they can reconcile the inconsistencies or gaps in their mental models and, instead, develop an integrated team mental model (Cronin & Weingart, 2007; Mohammed et al., 2000; Sargis Roussel & Deltour, 2012). The activities outlined in later sections of this paper teach students how to make explicit their discipline-specific mental model, using various tools such as concept maps, Venn diagrams, prototypes and multi-criteria matrices, and how to use these types of tools to develop an integrated team mental model (TMM) in an interdisciplinary team.…”

Section: What? Team Mental Models As a Framework For Teaching Interdimentioning

confidence: 99%

Interdisciplinary Team-Based Learning: An Integrated Opportunity Recognition and Evaluation Model for Teaching Business, Engineering and Design Students

Bailey

Read

Linder

et al. 2020

Entrepreneurship Education and Pedagogy

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This paper describes a pedagogical framework and a set of team-based learning (TBL) activities which can be applied to an interdisciplinary course comprised of a mix of engineering, design, and business students. The goal of the team-based learning (TBL) activities is to help students to appreciate both the benefits and the challenges of working in interdisciplinary teams. To enhance their interdisciplinary collaboration skills, students engage in a series of knowledge sharing and knowledge integration activities, based on the Jigsaw technique, a team-based learning methodology. These activities enable the students to recognize and reconcile their disciplinary differences and biases, which arise because of the cognitive diversity of the team. Students are assigned to interdisciplinary teams to identify and prototype an entrepreneurial opportunity. By the end of these activities, students are able to incorporate the perspectives of all three disciplines to develop an integrated team mental model (TMM) of the opportunity recognition and opportunity evaluation process.

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Beyond cross-functional teams: knowledge integration during organizational projects and the role of social capital

Cited by 22 publications

References 41 publications

Social Capital and Dynamic Capability Driving Competitive Advantage: The Moderating Role of Corporate Governance

Social Capital and Dynamic Capability Driving Competitive Advantage: The Moderating Role of Corporate Governance

Impact of qualified gatekeepers on team absorptive capacity: the mediating role of knowledge combination capability

Interdisciplinary Team-Based Learning: An Integrated Opportunity Recognition and Evaluation Model for Teaching Business, Engineering and Design Students

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