Beyond cross-functional teams: knowledge integration during organizational projects and the role of social capital

Abstract

Large organizational projects must integrate the specific and dispersed knowledge of many individuals and groups to succeed. Thus, frequent exchanges between the project team and the organization's members are required. In this context, understanding of the knowledge integration process during cross-functional projects can be enhanced through the conceptual framework of social capital. A qualitative investigation of a French small firm conceptualizes knowledge integration as a three-phase model: collection, interpretation, and assimilation. The case shows that the integration process is cyclical with overlaps and inter-dependencies among the phases. This study leads to refinement of the social capital role in knowledge integration and reveals the dynamics of internal and external facets of social capital. That is, internal and external social capital play differentiated roles depending on the three phases of the knowledge integration process. Finally, the study reveals the co-evolution of social capital and knowledge integration as a resulting long-term effect.

Keywords:

• knowledge creation
• knowledge sharing
• social capital
• information systems
• case study

Additional information

Notes on contributors

Caroline Sargis Roussel

About the authors

Caroline Sargis Roussel obtained her Ph.D. in Management Sciences from the University of Lille 1 (France). She is an Associate Professor at IESEG School of Management where she teaches management control, accounting, and knowledge management. She is a member of the Lille Economy and Management Research Centre. She is interested in knowledge management and her main research subject is knowledge creation, diffusion, and integration in IS projects, using a qualitative methodology. She has published several articles dealing with these subjects.

François Deltour is an Assistant Professor in Business Administration and Information Systems Management at Ecole des Mines Engineering School, Nantes (France). He is a member of the LEMNA research centre. He obtained his Ph.D. in Management Sciences in 2004 from the Lille University of Business Administration. His doctoral dissertation deals with users’ evaluation of intranets. He has published several papers focused on ERP implementation and knowledge management practices.