Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility

By Gerardo A. Okhuysen, Kathleen M. Eisenhardt. Organ. Sci., 2002

808 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/dcd42a70d46f434b6d11f0e7afd3d649445514b7

How researchers see this paper

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

In Communication

In Social Psychology

In Strategy and Management

Citations in the corpus

A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance (2016, background): “A second implication for future research on diverse teams is for the growing body of scholarship on how knowledge is integrated in teams (Faraj & Sproull, 2000; Gardner, Gino, & Staats, 2012; Okhuysen & Eisenhardt, 2002).”
Impact and Scholarship: Unlearning and Practising to Co-create Actionable Knowledge (2009, background): “Knowledge integration extends beyond simply sharing knowledge (Okhuysen and Eisenhardt, 2002).”
How transformational leadership works during team interactions: A behavioral process analysis (2015, background): “Moreover, negative procedural behaviors can also disrupt the team interaction process: when teammembers hold lengthymonologues or run off topic, this can quickly derail problem-solving and idea generation processes (Kauffeld & Lehmann-Willenbrock, 2012; Okhuysen & Eisenhardt, 2002).”
Characteristics of organizational structure relating to hybrid competitive strategy: Implications for performance (2012, background): “Without a formalized structure, organizational members' attempt to improve differentiation may remain disorganized, infrequent, sporadic, or ineffective (Okhuysen and Eisenhardt, 2002).”
Transcending Knowledge Differences in Cross-Functional Teams (2012, background): “These barriers and difficulties are often compounded because, being temporary ad-hoc associations, these teams lack deep ties (Hansen, 1999), shared processes for integrating their ideas (Okhuysen and Eisenhardt, 2002), and previous common experiences in learning from each other (Tucker, et al 2007)”
Strategic Alignment Between Business and Information Technology: A Knowledge-Based View of Behaviors, Outcome, and Consequences (2006, background): “Knowledge integration refers to the outcomes of that knowledge being shared, applied, or combined with other knowledge to create new knowledge [33, 34, 70].”
Fostering team creativity: perspective taking as key to unlocking diversity's potential. (2010, background): “Whereas sharing information is a necessary condition for its integration, research shows that it does not reliably predict knowledge integration in teams (Okhuysen & Eisenhardt, 2002).”
The Role of Interdependence in the Micro-Foundations of Organization Design: Task, Goal, and Knowledge Interdependence (2020, background): “Yet knowledge interdependence has largely been taken for granted, and research has instead flourished in the related areas of transferring, integrating, and recombining knowledge (e.g., Argote & Ingram, 2000; Carlile, 2002, 2004; Hansen, Mors, & Lovas, 2005; Okhuysen & Eisenhardt, 2002).”
Diversity in goal orientation, team reflexivity, and team performance (2011, background): “This may be achieved through training teams to foster team reflexivity (Okhuysen & Eisenhardt, 2002) or by aligning task strategies by other means, for example by giving clear directions for the best strategy.”
Relational Antecedents of Information Flow Integration for Supply Chain Coordination (2006, background): “Relational interaction routines represent formal mechanisms where supply chain partners investigate and create opportunities for improvement [117].”
Facilitating Innovation in Diverse Science Teams Through Integrative Capacity (2012, background): “The formulation and implementation of strategies to facilitate communication and coordination can help overcome the challenges of discovering adequate similarity among participants’ cognitive schemas (Okhuysen & Eisenhardt, 2002; Woolley, 1998).”
Pardon the Interruption: An Integrative Review and Future Research Agenda for Research on Work Interruptions (2019, background): “Research indicates that work interruptions can lead to team-level information sharing and benefit team flexibility but can also increase coordination burden (Okhuysen & Eisenhardt, 2002; Tremblay, Vachon, Lafond, & Kramer, 2012; Zellmer-Bruhn, 2003).”