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Multidisciplinary Project Teams

Multidisciplinary Project Teams

Patrick S.W. Fong
Copyright: © 2008 |Pages: 9
ISBN13: 9781599049335|ISBN10: 1599049333|EISBN13: 9781599049342
DOI: 10.4018/978-1-59904-933-5.ch270
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MLA

Fong, Patrick S.W. "Multidisciplinary Project Teams." Knowledge Management: Concepts, Methodologies, Tools, and Applications, edited by Murray E. Jennex, IGI Global, 2008, pp. 3276-3284. https://doi.org/10.4018/978-1-59904-933-5.ch270

APA

Fong, P. S. (2008). Multidisciplinary Project Teams. In M. Jennex (Ed.), Knowledge Management: Concepts, Methodologies, Tools, and Applications (pp. 3276-3284). IGI Global. https://doi.org/10.4018/978-1-59904-933-5.ch270

Chicago

Fong, Patrick S.W. "Multidisciplinary Project Teams." In Knowledge Management: Concepts, Methodologies, Tools, and Applications, edited by Murray E. Jennex, 3276-3284. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-933-5.ch270

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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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