A model of multidiscipline teams in knowledge‐creating organizations

Purpose – The purpose of this article is to provide a conceptual framework for measuring the performance of multidiscipline teams in knowledge‐creating organizations. Design/methodology/approach – The author conducts a meta‐analysis of case studies on individual and team performance and technical communication in the context of creating organizational knowledge. This analysis provides a basis for a new conceptual framework for team functions and performance. Findings – This framework updates the definition of team functions to include knowledge creation and communication. The framework describes several factors that contribute to successful performance and provides a scale for measuring successful performance based on the additional team functions. Practical implications – An organization's ability to create and manage knowledge may be their only lasting competitive advantage. Managers, whose responsibilities include fostering purposeful knowledge creation and transfer, need a framework for understanding how these goals can be factored into team performance and what factors contribute to the successful achievement of these goals. This paper provides such a framework. Originality/value – This is the first conceptual framework for team performance that includes knowledge creation and stakeholder communication as principle team functions.