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Multidisciplinary Project Teams

Multidisciplinary Project Teams

Patrick S.W. Fong
Copyright: © 2006 |Pages: 7
ISBN13: 9781591405733|ISBN10: 1591405734|EISBN13: 9781591405740
DOI: 10.4018/978-1-59140-573-3.ch087
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MLA

Fong, Patrick S.W. "Multidisciplinary Project Teams." Encyclopedia of Knowledge Management, edited by David Schwartz, IGI Global, 2006, pp. 665-671. https://doi.org/10.4018/978-1-59140-573-3.ch087

APA

Fong, P. S. (2006). Multidisciplinary Project Teams. In D. Schwartz (Ed.), Encyclopedia of Knowledge Management (pp. 665-671). IGI Global. https://doi.org/10.4018/978-1-59140-573-3.ch087

Chicago

Fong, Patrick S.W. "Multidisciplinary Project Teams." In Encyclopedia of Knowledge Management, edited by David Schwartz, 665-671. Hershey, PA: IGI Global, 2006. https://doi.org/10.4018/978-1-59140-573-3.ch087

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Abstract

Knowledge in designing a product or rendering a service does not form a complete and coherent body of knowledge that can be precisely documented or even articulated by a single individual. Rather, it is a form of knowing that exists only through the interaction among various collective actors (Gherardi & Nicolini, 2000). Existing literature (Kanter, 1988; Nonaka, 1994; Spender, 1998; Starbuck, 1992) has highlighted a need for the development of a diverse workforce if knowledge creation is to be promoted and sustained within organisations. This literature suggests that a diverse set of resources (experts with different backgrounds and abilities) provides a broad knowledge base at the individual level, offering greater potential for knowledge creation.

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