Dynamically Integrating Knowledge in Teams: Transforming Resources into Performance

Gardner, Heidi K.; Gino, Francesca; Staats, Bradley R.

doi:10.5465/amj.2010.0604

Cited by 293 publications

(279 citation statements)

References 119 publications

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“…Team communication plays a crucial role in facilitating high levels of team performance (Dionne, et al, 2004;Gardner, Gino, & Staats, 2012;Smith et al, 1994). However, we argue that when a formal leader experiences a heightened subjective sense of power, he or she tends to dominate group discussions and interactions, which leads other team members to perceive that their views and perspectives are not valued.…”

Section: When Power Makes Others Speechless: the Negative Impact Of Lmentioning

confidence: 98%

“…Open communication within teams is a crucial determinant of team performance (Dionne, et al, 2004;Gardner et al, 2012;Guzzo & Dickson, 1996), affecting team productivity (Pearson, 1991), cooperation (Orbell, van de Kragt, & Dawes, 1988), and innovation (Catmull, 2008;Leader Power and Team Performance 8 Edmondson, 2003). Drawing on social-psychological research on the effects of power on the powerholder, as well as on research from political science and sociology on the importance of consent in power dynamics, we propose that a formal leader's subjective sense of power has detrimental effects on team performance by decreasing the openness of communication within the team.…”

Section: Leader Power and Team Performancementioning

confidence: 99%

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When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance

Tost

Gino

Larrick

2013

AMJ

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190

141

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Section: When Power Makes Others Speechless: the Negative Impact Of Lmentioning

confidence: 98%

Section: Leader Power and Team Performancementioning

confidence: 99%

When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance

Tost

Gino

Larrick

2013

AMJ

Self Cite

190

141

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“…Knockaert et al (2011) propose that the human resources might need to be relocated for knowledge to be transferred effectively. In a recent empirical study, Gardner, Gino, and Staats (2012) find that the previous relationships among team members have an effect on how their knowledge is brought together. I propose that causal ambiguity mediates this effect.…”

Section: Locality Of Knowledgementioning

confidence: 99%

Determinants of causal ambiguity and difficulty of knowledge transfer within the firm

Uygur

2013

Journal of Management & Organization

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The knowledge-based view of the firm portrays knowledge assets as the basis of sustainable competitive advantage. However, leveraging the knowledge available to the firm is not straightforward. The transfer of best practices within the firm or the replication of a certain routine poses challenges for managers. Causal ambiguity of knowledge makes it difficult to transfer practices into other contexts within the firm. In this paper, a new framework is proposed that identifies four antecedents to causal ambiguity: complexity, tacitness, relevance to the existing knowledge base, and the locality of knowledge. The paper concludes with the implications of the framework.

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“…Effective communication is a key feature of a team's capabilities (Eisenhardt and Martin, 2000;Gardner, Gino, and Staats, 2012). Unfortunately, as members are introduced to a team, one critical issue that may impede effective team communication is each member's need to feel accepted by the others (Wittenbaum and Stasser, 1996;Gruenfeld et al, 1996).…”

Section: How Relational Affirmation Improves Team Performancementioning

confidence: 99%

Preparing the Self for Team Entry: How Relational Affirmation Improves Team Performance

Lee

Gino²,

Cable

et al. 2016

SSRN Journal

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Working in teams often leads to productivity loss because the need to feel accepted prevents individual members from making a unique contribution to the team in terms of the information or perspective they can offer. Drawing on self-affirmation theory, we propose that pre-team relational self-affirmation can prepare individuals to contribute to team creative performance more effectively. We theorize that relationally-affirming one's self-views increases general feelings of being socially valued by others, leading to better information exchange and creative performance. In a first study, we found that teams in which members affirmed their best selves prior to team formation (i.e., by soliciting and receiving narratives that highlight one's positive impact on close others) outperformed teams that did not do so on a creative problem-solving task. In the second experiment, conducted using virtual teams, we show that pre-team relational self-affirmation leads to heightened feelings of social worth, which in turn explains the effect of the treatment on the team's ability to exchange information.Keywords: relational self-affirmation; team entry; team creative performance; information exchange; social worth. Relational Affirmation in Teams 3Preparing the Self for Team Entry: How Relational Affirmation Improves Team PerformanceEffective communication is a key feature of a team's capabilities (Eisenhardt and Martin, 2000;Gardner, Gino, and Staats, 2012). Unfortunately, as members are introduced to a team, one critical issue that may impede effective team communication is each member's need to feel accepted by the others (Wittenbaum and Stasser, 1996;Gruenfeld et al., 1996). The need to feel accepted can lead individual members to prioritize fitting in over contributing unique information and adding maximum value to the team. For example, teams are biased toward repeating previously-mentioned shared information, as opposed to sharing unique information, because repetition helps members appear "cognitively central and thus task competent" (Wittenbaum, Hubbell, and Zuckerman, 1999; p. 968). In addition, team members are more likely to share socially-endorsed information within the team if they believe the information to be useful to the team as compared to information that has not been socially-validated (Littlepage, Perdue, and Fuller, 2012). Thus, individual team members' need for social acceptance may hinder the team's ability to share and integrate information in order to accomplish their task.One remedy to this problem is for members to invest time after team formation, to highlight their differences in ideas, background and perspectives. As evidenced in a qualitative study of diverse teams by Ely and Thomas (2001), openly discussing the unique qualities of different team members and integrating diverse perspectives allowed individuals to feel valued and respected. The team members were able to apply their differences in knowledge, and the perspectives associated with their unique identities, to the task at hand...

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Dynamically Integrating Knowledge in Teams: Transforming Resources into Performance

Cited by 293 publications

References 119 publications

When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance

When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance

Determinants of causal ambiguity and difficulty of knowledge transfer within the firm

Preparing the Self for Team Entry: How Relational Affirmation Improves Team Performance

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