Expertise Integration and Creativity in Information Systems Development

By Amrit Tiwana, Ephraim R. McLean. Journal of Management Information Systems, 2005

618 citations recorded by the source corpus.

Subfields: Information Systems, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/10e647417fad8a38b1a1db9060503c92376aa371

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Citations in the corpus

Social Capital and Knowledge Integration in Digitally Enabled Teams (2008, background): “Information sharing and using are fundamental to knowledge integration within teams (Tiwana and McLean 2005).”
Effects of team knowledge management on the creativity and financial performance of organizational teams (2012, background): “Hence, by providing rich cognitive resources and by making diverse approaches available, a greater team knowledge stock offers more opportunities to recombine existing information and ideas, and to generate novel solutions for problems encountered (Paulus, 2000; Tiwana & McLean, 2005).”
The Temporal Evolution of Proactiveness in Family Firms (2013, methodology): “Fourth, given its potential impact on creativity and proactiveness, we controlled for knowledge diversity by adapting a five-item scale from Tiwana and Mclean (2005): “members of this team vary widely in their areas of expertise,” “members of this team have a variety of different backgrounds and…”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, methodology): “Our choice of PLS was guided by three considerations (Chin, 1998; Tiwana and Mclean, 2005): (1) PLS’s ability to model latent constructs as either formative or reflective; (2) PLS’s ability to assess the measurement model within the context of its theoretical mediated model makes it superior to mult”
Team-level predictors of innovation at work: a comprehensive meta-analysis spanning three decades of research. (2009, background): “A supportive, cooperative work atmosphere, where coworkers socialize and help each other and collaborate in problem solving, is thus expected to be conducive to innovation (e.g., Amabile, Conti, Coon, Lazenby, & Herron, 1996; Keller, Julian, & Kedia, 1996; Tiwana & McLean, 2005).”
Unfolding the Proactive Process for Creativity (2012, methodology): “…using a time-lagged, multisource design so as to avoid the reliance found in prior studies on cross-sectional design (e.g., Ancona & Caldwell, 1992; Madjar & OrtizWalters, 2008), the same data source (e.g., Tiwana & McLean, 2005), or both (e.g., Clegg et al., 2002; Tiwana & McLean, 2005).”
Absorptive Capacity and Information Systems Research: Review, Synthesis, and Directions for Future Research (2012, background): “We identified only 2 studies of absorptive capacity at the group level (Pavlou and El Sawy 2006; Tiwana and McLean 2005).”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, methodology): “…et al., we reviewed existing literature and put together a list of items reflecting the theoretical definition and meaning of the construct (e.g., Cohen & Levinthal, 1990; Kale & Singh; Lee, 2001; Nonaka, 1994; Tiwana, 2008; Tiwana & McLean, 2005; Van den Bosch et al., 1999; Zahra et al., 2009).”
Knowledge Integration and Dynamic Organizational Adaptation in Family Firms (2008, methodology): “By increasing understanding between actors and reducing the time and effort associated with developing an agreement in the network (e.g., Tiwana & McLean, 2005), KI is greatly facilitated.”