Feeling the heat
the effects of performance pressure on teams' knowledge use and performance
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Author
Contributions
- Harvard Business School - Contributor
Publication
2009 - Harvard Business School, Boston, Massachusetts
Language
English
Word Count
10,250 words, Guess
Page Count
41 pages
Identifiers
- OCLC Control Number542095093
- OCLC Control Number184964137
- Open LibraryOL50205632M
Description
Why do some teams fail to use their members' knowledge effectively, even after they have correctly identified each other's expertise? This paper identifies performance pressure as a critical barrier to effective knowledge utilization. Performance pressure creates threat rigidity effects in teams, meaning that they default to using the expertise of high-status members while becoming less effective at using team members with deep client knowledge. Using a multi-method field study across two professional service firms to refine and test the proposed model, I also find that only the use of client-specific expertise (not the expertise of high-status members) enhances client-rated performance. This paper thus reveals a paradox affecting teams' use of members' knowledge: the more important the project, the less effective the team. This paper contributes to the emerging literature linking team-level expertise utilization (instead of just recognition) with performance outcomes and also adds a novel, team-level perspective to the literature on inter-firm relations.
Subjects
Series Statement
- Working paper / Harvard Business School -- 09-126
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