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Knowledge integration at the edge of technology: On teamwork and complexity in new turbine development
Linköpings universitet.
Linköpings universitet.
Linköping University.
2010 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 28, no 8, 756-765 p.Article in journal (Refereed) Published
Abstract [en]

This paper takes an empirical point of departure in the development of a new steam turbine. Project work here relied on a process of iteration between a small core group of team members with extensive experience and team members with less of that currency. In this project, the core group had a major integrative role, whereas other team members were mainly responsible for the specific tasks assigned to them. Quite a few of the latter category felt uneasy about their role and felt ‘decoupled’ from the project. In our analysis we use the Teamwork Quality (TWQ) construct proposed by Hoegl and Gemuenden (2001). In conclusion, our findings suggest that in highly complex projects of this type, team-based knowledge integration need not presuppose equality of participation and we introduce the notion of a Segregated Team to account for these findings.

Place, publisher, year, edition, pages
Elsevier, 2010. Vol. 28, no 8, 756-765 p.
Keyword [en]
Knowledge integration; Product development; Projects; Teamwork
National Category
Social Sciences
Research subject
Business Studies
URN: urn:nbn:se:uu:diva-282503DOI: 10.1016/j.ijproman.2010.05.003OAI: oai:DiVA.org:uu-282503DiVA: diva2:917091
IRNOP IX, Berlin, 2009
Available from: 2016-04-05 Created: 2016-04-05 Last updated: 2016-04-19

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Publisher's full texthttp://www.sciencedirect.com/science/article/pii/S0263786310000852

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ReferencesLink to record
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