Interruptive Events and Team Knowledge Acquisition
Management Science
Journal of the American Society for Information Science and Technology
Creativity in innovative projects: How teamwork matters
Journal of Engineering and Technology Management
Journal of Management Information Systems
Expertise Integration and Creativity in Information Systems Development
Journal of Management Information Systems
Relational Antecedents of Information Flow Integration for Supply Chain Coordination
Journal of Management Information Systems
Relative capacity: Retaining knowledge outside a firm's boundaries
Journal of Engineering and Technology Management
A socio-technical approach to improving the systems development process
Information Systems Frontiers
The Interactive Effects of Mood and Trait Negative Affect in Group Decision Making
Organization Science
Coproduction in successful software development projects
Information and Software Technology
The Interaction Between Knowledge Codification and Knowledge-Sharing Networks
Information Systems Research
Determinants of software quality in COTS products: an exploratory study
International Journal of Business Information Systems
The Division of Gains from Complementarities in Human-Capital-Intensive Activity
Organization Science
Transcending Knowledge Differences in Cross-Functional Teams
Organization Science
Effects of Reciprocal Investments and Relational Interaction in Deploying RFID Supply Chain Systems
International Journal of Enterprise Information Systems
International Journal of Information Technology Project Management
Technology-Mediated Collaboration, Shared Mental Model and Task Performance
Journal of Organizational and End User Computing
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Recent perspectives have focused on the role of the firm in the generation and use of knowledge. These perspectives suggest that, while knowledge is "owned" at the individual level, the integration of this knowledge to a collective level is necessary. This integration of knowledge typically takes place in groups. In our experimental study, we examine how individuals in groups engage in micro-level interactions to effectively integrate knowledge by examining the effects of using three formal interventions: Information Sharing, Questioning Others, and Managing Time. In particular, we observe that simple formal interventions can improve knowledge integration when they lead to "windows of opportunity" for group members to consider ways to improve their work process that go beyond the formal intervention instructions. The most effective groups used these formal interventions to focus their attention into organized clusters of activity, during which they significantly changed their work process and improved their subsequent knowledge integration. In particular, groups in the Questioning Others and Managing Time conditions exhibited greater knowledge integration than groups in the Information Sharing and Control conditions. Groups with high-knowledge integration paced their attention to both adaptive improvements to their process and task execution. Overall, this study identifies simple structures, interruptions, and time pacing as central to the emerging concept of group flexibility by which members enhance their performance on novel and/or ambiguous tasks. We note links to complexity theory and knowledge-based thinking as well.