Differentiating knowledge in teams: The effect of shared declarative and procedural knowledge on team performance

By Adrian P. Banks, L. Millward. 2007

92 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8a0b5b3d0078342f39993c235afb4dc37d085f60

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Katherine Hamilton
2. Susan Mohammed
3. Lori A. Ferzandi
4. Kai Hockerts
5. K. Nielsen
6. R. Randall

In Social Psychology

1. Katherine Hamilton
2. Lori A. Ferzandi
3. Susan Mohammed
4. Kai Hockerts
5. K. Nielsen
6. R. Randall
7. Steve W. J. Kozlowski
8. Kyle Lewis

In Strategy and Management

1. Susan Mohammed

Citations in the corpus

• Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust (2010, unknown): “…1997; Jehn et al., 1999; Pelled, Eisenhart, & Xin, 1999), while others have shown that team heterogeneity negatively influences team effectiveness (Banks & Millward, 2007; Bonner, 2004; Campion, Medsker, & Higgs, 1993; Tziner & Eden, 1985; O’Reilly, Caldwell, & Barnett, 1989; Watson, Kumar, &…”
• Metaphor No More: A 15-Year Review of the Team Mental Model Construct (2010, background): “However, several studies have used TMM terminology while only measuring content sharedness and/or accuracy (e.g., Banks & Millward, 2007; Chou, Wang, Wang, Huang, & Cheng, 2008; Levesque et al., 2001; Millward, 2006; Peterson, Mitchell, Thompson, & Burr, 2000; Webber et al., 2000).”