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Knowing what other people know: Situ...

Austin, John R.

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Knowing what other people know: Situated expertise and assistance seeking behavior in cross-functional teams.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Knowing what other people know: Situated expertise and assistance seeking behavior in cross-functional teams./
作者:	Austin, John R.
面頁冊數:	180 p.
附註:	Source: Dissertation Abstracts International, Volume: 60-01, Section: A, page: 1830.
Contained By:	Dissertation Abstracts International60-01A.
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9915552
ISBN:	9780599142749

Knowing what other people know: Situated expertise and assistance seeking behavior in cross-functional teams.
Austin, John R.

Knowing what other people know: Situated expertise and assistance seeking behavior in cross-functional teams. - 180 p.

Source: Dissertation Abstracts International, Volume: 60-01, Section: A, page: 1830.

Thesis (Ph.D.)--Boston College, 1998.

This item must not be sold to any third party vendors.

The research described in this dissertation considers the issue of whether knowing what and whom others know is important for the effective functioning of organizational groups. I ask the questions: Do accurate perceptions about what and whom other people know lead to more effective individual responses to problems? If group members are more knowledgeable about the expertise of other group members, does the group perform more effectively? This study develops a measure of situated expertise and evaluates this measure's role in determining the effectiveness of group member assistance-seeking behavior and general group performance. The measure draws from previous research on transactive memory, social networks, and group process. This methodology directly connects issues of organizational knowledge capabilities with assessments of individual actions by assessing the availability of potential expertise outside of the group as well as measuring individual knowledge of technical knowledge sources and social relationships. The measure is tested in a study of 27 cross-functional teams in a large, private retail company.

ISBN: 9780599142749Subjects--Topical Terms:

516664
Management.

Knowing what other people know: Situated expertise and assistance seeking behavior in cross-functional teams.
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245 1 0 $a Knowing what other people know: Situated expertise and assistance seeking behavior in cross-functional teams.
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500 $a Source: Dissertation Abstracts International, Volume: 60-01, Section: A, page: 1830.
500 $a Adviser: Jean Bartunek.
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520 $a The research described in this dissertation considers the issue of whether knowing what and whom others know is important for the effective functioning of organizational groups. I ask the questions: Do accurate perceptions about what and whom other people know lead to more effective individual responses to problems? If group members are more knowledgeable about the expertise of other group members, does the group perform more effectively? This study develops a measure of situated expertise and evaluates this measure's role in determining the effectiveness of group member assistance-seeking behavior and general group performance. The measure draws from previous research on transactive memory, social networks, and group process. This methodology directly connects issues of organizational knowledge capabilities with assessments of individual actions by assessing the availability of potential expertise outside of the group as well as measuring individual knowledge of technical knowledge sources and social relationships. The measure is tested in a study of 27 cross-functional teams in a large, private retail company.
520 $a Knowledge of local expertise sources is a type of embedded knowledge that is not easily transferable to other settings. The results of this study indicate that group situated expertise is related to group member assistance-seeking behavior and provide evidence that organizational groups generate tacit, non-transferable knowledge that may drive group performance. Generating group capabilities involves more than simply assembling a group of individuals with a wide range of specialized knowledge. While this knowledge base may establish a strong foundation for a successful group, actual group performance depends upon how well the individual group members are able to tap into the assembled knowledge base, how well the individual members are able to reconfigure this knowledge, and how well the group is able to acquire new knowledge from their environment.
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