Knowledge integration processes and dynamics within the context of cross-functional projects

This paper examines the dynamics of knowledge integration in the context of cross-functional project implementation within four large organizations. Specifically, the research focuses on exploring and conceptualizing the efficiency, scope and flexibility of knowledge integration [Organization Science, 7(4) (1996), 375] of which limited empirical evidence has been offered. Through the comparative study, the findings suggest that knowledge integration in the context of cross-functional project implementation is in essence a process of engaging organizational members through the promotion of project benefits and the management of social networks. Also, our findings reveal that an organization's embedded practices, past integration experience and social capital plays a key role in shaping the level of coordination that in turn influences the efficiency and scope of integration. In particular, the development and nurturing of social capital within and beyond the project team is crucial, as is the promotion of project awareness through the creation of common knowledge.

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