Found 5 article(s) for author 'Amy Edmondson'

Cross-boundary Teaming for Innovation: Integrating Research on Teams and Knowledge in Organizations

Cross-boundary Teaming for Innovation: Integrating Research on Teams and Knowledge in Organizations. Amy Edmondson, 2017, Paper, “Cross-boundary teaming, within and across organizations, is an increasingly popular strategy for innovation. Knowledge diversity is seen to expand the range of views and ideas that teams can draw upon to innovate. Yet, case studies of practice reveal that teaming across knowledge boundaries can be difficult, and innovation is not always realized. Two streams of research are particularly relevant for understanding this challenge: research on team effectiveness and research on knowledge in organizations. They offer complementary insights: the former stream focuses on group dynamics and measures team inputs, processes, emergent states, and outcomes, while the latter closely investigates dialogue and objects in recurrent social practices.Link

Tags: , , , ,

Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations

Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations. Amy Edmondson, March 2, 2017, Paper, “Cross-boundary teaming, within and across organizations, is an increasingly popular strategy for innovation. Knowledge diversity is seen to expand the range of views and ideas that teams can draw upon to innovate. Yet, case studies reveal that teaming across knowledge boundaries can be difficult in practice, and innovation is not always realized. Two streams of research are particularly relevant for understanding the challenges inherent in cross-boundary teaming: research on team effectiveness and research on knowledge in organizations. They offer complementary insights: the former stream focuses on group dynamics and measures team inputs, processes, emergent states, and outcomes, while the latter closely investigates dialog and objects in recurrent social practices.Link

Tags: , , ,

Unpacking Team Diversity: An Integrative Multi-Level Model of Cross-Boundary Teaming

Unpacking Team Diversity: An Integrative Multi-Level Model of Cross-Boundary Teaming. Amy Edmondson, August 26, 2016, Paper, “Teaming across expertise boundaries, within and across organizations, is an increasingly popular strategy for innovation. Although membership diversity expands the range of perspectives that teams can draw upon to innovate, meta-analyses of the team-diversity literature have found weak or inconsistent support for that assumption. These studies also have typically examined effects of team diversity in relatively stable bounded teams, rather than in newly formed temporary groups.Link

Tags: , , , , ,

The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning

The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning. Amy Edmondson, August 13, 2015, Paper, “This paper describes a relationship between legitimacy building and learning for a new firm in a nascent industry. Through a longitudinal study of a new firm in the nascent smart city industry, we found that the firm failed to make progress on important internal initiatives, despite notable external successes, including prestigious employees, well-known partner companies, and extensive positive media attention. Exploring these concurrent developments, we discovered a surprising relationship between the firm’s external successes and its internal failures. We propose that the legitimacy building that helped the new firm establish external success gave rise to cognitive and emotional internal dynamics that inhibited organizational learning. We call this dynamic the advocacy trap.Link

Tags: , , ,