When critical knowledge is most critical: Centralization in knowledge-intensive teams

Knowledge-intensive teams rely on the task-relevant knowledge held by members to perform effectively. In this article, we focus on critical knowledge, defined as the most influential information, know-how, or feedback that contributes directly to task outcomes. From a social network perspective, the critical knowledge structure in a team can be defined by who shares critical knowledge with whom. In a highly centralized critical knowledge structure, everyone shares critical knowledge with a single person on the team. Alternatively, in a highly decentralized critical knowledge structure, critical knowledge is shared evenly across members of the team. Drawing from small group research and network theory, we theorize about critical knowledge structures in teams and make hypotheses regarding the consequences of centralized critical knowledge structures for executive-rated team performance. Data analyses from a field study of 177 teams in a multinational organization indicate support for our theory that centralized critical knowledge structures are negatively related to executive-rated team performance. Furthermore, the negative relationship is exacerbated when (a) business unit diversity on the team is greater, and (b) critical knowledge shared in the team is exploratory rather than exploitative. © The Author(s) 2011.

Duke Scholars

Author Jonathon Cummings Fuqua School of Business