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The growing necessity to introduce innovations to
markets has made firms more conscious of their
conception and consumption of knowledge as the
meta-resource with which they compete. Consequently,
the use of multidisciplinary teams, where knowledge
resources are brought together from different
disciplines has gained tremendous popularity. Yet
these teams have often fallen short of realizing
their innovation-creation potential due to unique and
unusual team functioning problems. This research
uncovers and analyzes concurrent tensions of
commitment, leadership and knowledge sharing that
emerge in multidisciplinary teams due to their
heterogeneous composition and often derail their
creative knowledge development performance. As found,
tension management mechanisms including boundary
management, distributed leadership and helping-based
collaboration enable multidisciplinary teams
realizing their potential to innovate.
markets has made firms more conscious of their
conception and consumption of knowledge as the
meta-resource with which they compete. Consequently,
the use of multidisciplinary teams, where knowledge
resources are brought together from different
disciplines has gained tremendous popularity. Yet
these teams have often fallen short of realizing
their innovation-creation potential due to unique and
unusual team functioning problems. This research
uncovers and analyzes concurrent tensions of
commitment, leadership and knowledge sharing that
emerge in multidisciplinary teams due to their
heterogeneous composition and often derail their
creative knowledge development performance. As found,
tension management mechanisms including boundary
management, distributed leadership and helping-based
collaboration enable multidisciplinary teams
realizing their potential to innovate.