The process and effectivity consequences of knowledge diversity in management teams
01/10/2008 - 30/09/2010
Abstract
Previous research has demonstrated that management team (MT) knowledge diversity acts as a two-edged sword: on the one hand highly diverse MTs will benefit from a broader range of relevant information and skills, on the other hand these teams often experience difficulties with the exchange and/or integration of the diverse knowledge within the team. In this study, we focus on the process and effectiveness consequences of MT knowledge diversity and we try to find out how internal MT processes are affected by knowledge diversity and how and in which circumstances MT knowledge diversity can boost firm performance. In various substudies, we investigate for instance the influence of the CEO in integrating diverse knowledge within the MT, the impact of MT knowledge diversity on innovation capacity, and the individual decision power of the MT members.
Funding(s)
FWO
Researcher(s)
Principal investigator: Boone Christophe
Principal investigator: Matthyssens Paul
Co-principal investigator: Boone Christophe
Co-principal investigator: Matthyssens Paul
Fellow: Buyl Tine
Research team(s)
ACED/Management