Connections: new ways of working in the networked organization
Connections: new ways of working in the networked organization
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Designing Complex Organizations
Designing Complex Organizations
The Social Life of Information
The Social Life of Information
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility
Organization Science
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
Knowledge Reuse for Innovation
Management Science
Coordinating Expertise Among Emergent Groups Responding to Disasters
Organization Science
A Temporal Model of Information Technology Project Performance
Journal of Management Information Systems
Software engineering education: A study on conducting collaborative senior project development
Journal of Systems and Software
Power, Status, and Learning in Organizations
Organization Science
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Knowledge gathering can create problems as well as benefits for project teams in work environments characterized by overload, ambiguity, and politics. This paper proposes that the value of knowledge gathering in such environments is greater under conditions that enhance team processing, sensemaking, and buffering capabilities. The hypotheses were tested using independent quality ratings of 96 projects and survey data from 485 project-team members collected during a multimethod field study. The findings reveal that three capability-enhancing conditions moderated the relationship between knowledge gathering and project quality: slack time, organizational experience, and decision-making autonomy. More knowledge gathering helped teams to perform more effectively under favorable conditions but hurt performance under conditions that limited their capabilities to utilize that knowledge successfully. Implications for theory and research on knowledge and learning in organizations, team effectiveness, and organizational design are discussed.