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Meta-functional expertise

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This is an old revision of this page, as edited by Rushton2010 (talk | contribs) at 13:24, 29 March 2013 (Declining submission: submission provides insufficient context (AFCH)). The present address (URL) is a permanent link to this revision, which may differ significantly from the current revision.
  • Comment: Your article could do with a brief introduction to introduce the subject and give some context. Referencing, formating and everything else are good. Rushton2010 (talk) 13:24, 29 March 2013 (UTC)

Definition of meta-functional expertise

Meta-functional expertise is the breadth of one’s strategically important expertise [1]. Someone high on meta-functional expertise is similar to a generalist in that they have a wide array of knowledge. However, where generalists know many different things meta-functional experts have enough depth of knowledge in each area to be considered knowledgable by other members of their team at work[2].

Results of meta-functional expertise

Individuals high on meta-functional expertise are:

Groups with more meta-functional experts on them perform better because they:

  • communicate better with one another and share more ideas [10][11]
  • understand their surroundings better [12]
  • gain knowledge external to the group more efficiently[13]
  • are more innovative[14]



References

  1. ^ Bunderson, J. S. (2003). Team member functional background and involvement in management teams: Direct effects and the moderating role of power centralization. The Academy of Management Journal, 458–474.
  2. ^ : Bunderson, JS., & Sutcliffe, KM. 2002. Comparing Alternative Conceptualizations of Functional Diversity in Management Teams: Process and Performance Effects. The Academy of Management Journal 45(5): 875-893
  3. ^ Bunderson, J. S. (2003). Team member functional background and involvement in management teams: Direct effects and the moderating role of power centralization. The Academy of Management Journal, 458–474
  4. ^ Dahlander, L. & O’Mahony, S. 2011. Progressing to the Center: Coordinating Project Work. Organization Science. 22(4): 961-979
  5. ^ Beckman, C.M. & Burton, D.M. 2008. Founding the Future: Path Dependence in the Evolution of Top Management Teams from Founding to IPO. Organization Science, 19(1): 3–24
  6. ^ Mors, M. L. (2009). Innovation in a global consulting firm: when the problem is too much diversity. Strategic Management Journal, 31(8), 841–872.
  7. ^ Kelly, et al Combining diverse knowledge: knowledge workers’ experience of specialists and generalist roles. Personnel Review, 29(4): 384-427
  8. ^ Tushman, M.L., & Scanlan, T.J. 1981. Boundary Spanning Individuals: Their Role in Information Transfer and Their Antecedents. The Academy of Management Journal, 24 (2): 289-305
  9. ^ Tushman, M.L., & Scanlan, T.J. Characteristics and external orientations of boundary spanning individuals. Academy of Management Journal, 24(1): 83-98
  10. ^ Bunderson, JS., & Sutcliffe, KM. 2002. Comparing Alternative Conceptualizations of Functional Diversity in Management Teams: Process and Performance Effects. The Academy of Management Journal 45(5): 875-893
  11. ^ Somech, A. 2006. The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams, Journal of Management, 32: 132-157
  12. ^ Cummings, J.N. 2004. Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization. Management Science, 50(3): 352-364
  13. ^ Haas, M.R. 2006. Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals. Organization Science, 17(3): 367-384
  14. ^ Fay, D., Carol Borrill1, Ziv Amir, Robert Haward and Michael A. West. 2006. Getting the most out of multidisciplinary teams: A multi-sample study of team innovation in health care. Journal of Occupational and Organizational Psychology, 79: 553–567
  • Bunderson, J. S. (2003). Team member functional background and involvement in management teams: Direct effects and the moderating role of power centralization. The Academy of Management Journal, 458–474
  • Bunderson, JS., & Sutcliffe, KM. 2002. Comparing Alternative Conceptualizations of Functional Diversity in Management Teams: Process and Performance Effects. The Academy of Management Journal 45(5): 875-893
  • Beckman, C.M. & Burton, D.M. 2008. Founding the Future: Path Dependence in the Evolution of Top Management Teams from Founding to IPO. Organization Science, 19(1): 3–24
  • Cummings, J.N. 2004. Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization. Management Science, 50(3): 352-364
  • Dahlander, L. & O’Mahony, S. 2011. Progressing to the Center: Coordinating Project Work. Organization Science. 22(4): 961-979.
  • Fay, D., Carol Borrill1, Ziv Amir, Robert Haward and Michael A. West. 2006. Getting the most out of multidisciplinary teams: A multi-sample study of team innovation in health care. Journal of Occupational and Organizational Psychology, 79: 553–567
  • Haas, M.R. 2006. Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals. Organization Science, 17(3): 367-384
  • Mors, M. L. (2009). Innovation in a global consulting firm: when the problem is too much diversity. Strategic Management Journal, 31(8), 841–872.
  • Somech, A. 2006. The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams, Journal of Management, 32: 132-157
  • Tushman, M.L., & Scanlan, T.J. 1981. Boundary Spanning Individuals: Their Role in Information Transfer and Their Antecedents. The Academy of Management Journal, 24 (2): 289-305
  • Tushman, M.L., & Scanlan, T.J. Characteristics and external orientations of boundary spanning individuals. Academy of Management Journal, 24(1): 83-98


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