[German title: International Journal of Intelligent Enterprise, 1 (1), 2007 – interessante Artikel]
A cognitive approach to understanding knowledge-based virtual team decision making in product design 45 – 64
Yuan-Fu Qiu, Yoon-Ping Chui, Martin G. Helander
Abstract: Cognitive approaches to the study of how people value knowledge to make decisions may provide a sound basis for improving knowledge management, team collaboration and information technology support. However, little research has addressed the cognitive and social psychological factors within knowledge activities. This paper presents the understanding of Knowledge-based Virtual Team Decision Making (K-VTD) in product design from a cognitive perspective. A cognitive model is described by a focus that is different from that of the current design research. Meanwhile, cases are studied from a cognitive perspective to present an overview of current research and implementation in companies. Practical implications are presented and new directions are explored for future research and practice.
Keywords: cognitive models; knowledge management; virtual teams; intelligent decision making; information technology; product design; knowledge-based decision making; intelligent enterprise; team collaboration.
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Redefining multidisciplinary team boundaries in resolving heterogeneous knowledge dilemmas 81 – 97
Abstract: The uniqueness of multidisciplinary teamwork is in its potential to integrate different bodies of knowledge into a new synergy. However, previous empirical studies have shown that member heterogeneity and geographic separation hinder effective sharing and use of team knowledge. This paper explores how such teams interact to overcome the barriers and take advantage of their ‘built in’ knowledge diversity. The empirical data for this study was gathered through multimethod field research of five dispersed multidisciplinary teams. The findings indicate that often teams lack common background knowledge at the beginning of the projects and in order to resolve differences members rely on their external intellectual and social communities. The reported research establishes a positive correlation between team members’ participation in multiple professional and social networks and teams’ abilities to successfully build on their knowledge diversity. The findings also suggest a need to reconceptualise the boundaries of multidisciplinary teams and to consider the processes of sharing diverse knowledge in a wider social context.
Keywords: multidisciplinary teams; knowledge diversity; teamwork; team boundaries; knowledge dilemmas; knowledge sharing; intelligent enterprise.
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