How Do Firms Develop Organizational Capability to Mobilize And Create Knowledge
How Do Firms Develop Organizational Capability to Mobilize And Create Knowledge
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In our eReader you can find the full English version of the book. Read How Do Firms Develop Organizational Capability to Mobilize And Create Knowledge Online - link to read the book on full screen. Our eReader also allows you to upload and read Pdf, Txt, ePub and fb2 books. In the Mini eReder on the page below you can quickly view all pages of the book - Read Book How Do Firms Develop Organizational Capability to Mobilize And Create Knowledge
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All project team leaders tended to have the longest tenure with the company and had also gained overlapping knowledge. As a team leader suggests: "Out of six people on our team, three people have worked in each other's functions. " This knowledge of different functions enabled them to comprehend and use the different types of knowledge being shared by different members. Moreover, when misunderstandings 14 occurred between members vviio lacked overlapping knowledge, the team leaders intervened t...o bridge ihcir differences.
For Sigma, none of the project teams possessed overlapping knowledge. As a team member indicated: "There was none (of overlapping work experience) on our team. The consultants tried to establish a new language for us to use. " All teams suggested that tiie difficulty in understanding the knowledge being shared on the team occurred because members from each function brought with them their own "jargon" and some elements of their own inside jokes, as well as sarcasm. Since there was no one on the team who could bridge the differences in the types of knowledge being shared, in two cases, team members decided to spend some time in one another's workstations to try to understand better what each member was attempting to share.
What to read after How Do Firms Develop Organizational Capability to Mobilize And Create Knowledge?
You can find similar books in the "Read Also" column, or choose other free books by C Annique Chhomroth Annique Un to read onlineMoreLess
To quickly assess the difficulty of the text, read a short excerpt:
All project team leaders tended to have the longest tenure with the company and had also gained overlapping knowledge. As a team leader suggests: "Out of six people on our team, three people have worked in each other's functions. " This knowledge of different functions enabled them to comprehend and use the different types of knowledge being shared by different members. Moreover, when misunderstandings 14 occurred between members vviio lacked overlapping knowledge, the team leaders intervened t...o bridge ihcir differences.
For Sigma, none of the project teams possessed overlapping knowledge. As a team member indicated: "There was none (of overlapping work experience) on our team. The consultants tried to establish a new language for us to use. " All teams suggested that tiie difficulty in understanding the knowledge being shared on the team occurred because members from each function brought with them their own "jargon" and some elements of their own inside jokes, as well as sarcasm. Since there was no one on the team who could bridge the differences in the types of knowledge being shared, in two cases, team members decided to spend some time in one another's workstations to try to understand better what each member was attempting to share.
What to read after How Do Firms Develop Organizational Capability to Mobilize And Create Knowledge?
You can find similar books in the "Read Also" column, or choose other free books by C Annique Chhomroth Annique Un to read onlineMoreLess
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