Learning By Knowledge-Intensive Firms

Starbuck, William H.

doi:10.1016/b978-0-7506-9718-7.50011-1

Cited by 390 publications

(561 citation statements)

References 2 publications

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“…The time and attention available to be allocated to other task-related activities is reduced too, further threatening team performance. For example, team members will have less time to invest in maintaining network ties that might be needed in the future (Hansen 2002), developing mutual understanding of their fellow team members' potential task contributions (Cramton 2001), or fine-tuning reports for their clients (Starbuck 1992). The processing requirements incurred as teams gather more knowledge thus can increase opportunity costs as well as satisficing behavior in overloaded environments.…”

Section: Knowledge Gathering In Challenging Work Environmentsmentioning

confidence: 99%

“…As in many knowledge-intensive organizations (cf. Starbuck 1992), the most important performance outcome for these teams was the quality of the projects they delivered to clients, and the teams themselves were composed of highly qualified experts whose work consisted primarily of gathering information, know-how, and feedback through interpersonal exchanges or reading, analyzing and applying this knowledge, and delivering written and oral conclusions to their colleagues and clients.…”

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Knowledge Gathering, Team Capabilities, and Project Performance in Challenging Work Environments

2006

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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 using independent quality ratings of 96 projects and survey data from 485 project team members collected during a multi-method field study. The findings reveal that three capability-enhancing conditions moderated the relationship between knowledge gathering and project quality: slack time, organizational experience, and decision-making autonomy. More knowledge gathering helped teams to perform more effectively under favorable conditions but hurt performance under conditions that limited their capabilities to utilize that knowledge successfully. Implications for theory and research on knowledge and learning in organizations, team effectiveness, and organizational design are discussed. KNOWLEDGE GATHERING, TEAM CAPABILITIES, AND PROJECT PERFORMANCE IN CHALLENGING WORK ENVIRONMENTS ABSTRACTKnowledge gathering can create problems as well as benefits for project teams in work

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Section: Knowledge Gathering In Challenging Work Environmentsmentioning

confidence: 99%

mentioning

confidence: 99%

Knowledge Gathering, Team Capabilities, and Project Performance in Challenging Work Environments

2006

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“…Brady and Davies 2004;Davies and Brady 2000;Grabher 2004;Lyons, Chatman, and Joyce 2007;Løwendahl, Revang, and Fosstenløkken 2001;Starbuck 1992). Amara, Landry, and Doloreux 4 Verco (a pseudonym), we had unusual research access that enabled us to observe the relationship between service provision and innovation over time.…”

Section: Introductionmentioning

confidence: 99%

Innovative capabilities in international professional service firms: enabling trade-offs between past, present, and future service provision

Kvålshaugen

Hydle

Brehmer

2015

Journal of Professions and Organization

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This study examines the relationship between service provision and innovation in international professional service firms (IPSFs). Through an extended study in one IPSF, we find that innovation stems from the provision of services in the past and present. Different service provisions offer different learning opportunities which influence the modification, renewal, and creation of service concepts, service processes, technologies, and relationships. In order to take advantage of the learning opportunities, certain operational and dynamics capabilities are

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“…As such, being involved in discussions and decisions means embracing the norms of openness and speaking up. This social norm of openness is noted as a key feature needed in knowledge-intensive firms [39].…”

Section: Social Capital Factors and Intellectual Capital In Transnatimentioning

confidence: 99%

Here or There? How Configuration of Transnational Teams Impacts Social Capital

Haines¹,

Olson²,

Olson³

2013

Human-Computer Interaction – INTERACT 2013

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Abstract. The many challenges of distributed communication and the many challenges of intercultural collaboration have been researched and discussed at length in the literature. What is lacking is a combined approach that looks at both issues of distance and diversity in collaboration. We conducted research in a large, multinational technology company to better understand team configurational factors in transnational work. In this case study, we found that the development of social capital is impacted by whether a person is in their home context or transplanted and their expectations based on that context. This has implications for the development of intellectual capital in the team. We highlight factors in the creation of social capital as well as some mechanisms that may mitigate cultural difference. In addition to bringing into focus the challenges that arise in various configurations, this study contributes to the transnational literature by highlighting the importance of local context in diverse collaborations.

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Learning By Knowledge-Intensive Firms

Cited by 390 publications

References 2 publications

Knowledge Gathering, Team Capabilities, and Project Performance in Challenging Work Environments

Knowledge Gathering, Team Capabilities, and Project Performance in Challenging Work Environments

Innovative capabilities in international professional service firms: enabling trade-offs between past, present, and future service provision

Here or There? How Configuration of Transnational Teams Impacts Social Capital

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