Knowledge Management Research Paper

It matches types of team learning to innovation activities.In a growing number of cases, cross-boundary teams span organizational boundaries, not just functional ones.

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This paper focuses on the critical role of work teams, arguing that managers must leverage the knowledge generated by teams to support innovation and strategic change.If individuals cannot get the knowledge that they need, then both their performance and their careers may suffer.Although some individuals are deployed into positions seen as organizationally necessary - such as remote offices or onto teams where they all may not know each other - in these positions they are less likely to make use of available organizational resources.The effects of user communities on firms, industries, and society will continue to grow.This article discusses the relationship between user communities and firms to shed light on avenues for future research in business strategy.Findings thus suggest that KR use is not simply an individual activity based on need, but is instead enabled by certain social conditions (such as familiarity and experience) and inhibited by others (such as status disparities and remote location).An organizational KR thus fails to serve as an equalizer absent intervention.When use of knowledge was concentrated in a small number of team members, efficiency improved but quality declined.Knowledge use improved project efficiency but not quality for teams with less experience.There is a pattern of greater use of a KR and success for teams working in more supportive conditions.Individual and team characteristics enable people to support each other, make use of available resources, and perform effectively.


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