References
- Ancona, D. G., & Caldwell, D. F. (1992). Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37(4), 634–665.
- Bailey, D., Leonardi, P., & Chong, J. (2010). Minding the gaps: understanding technology interdependence and coordination in knowledge work. Organization Science, 21(3), 714–730.
- Barley, W. C. (2015). Anticipatory work: How the need to represent knowledge across boundaries shapes work practices within them. Organization Science, 26(6), 1–17.
- Barley, W. C., Treem, J. W., & Kuhn, T. (2018). Valuing multiple trajectories of knowledge: A critical review and agenda for knowledge management research. Academy of Management Annals, 12(1), 278–317.
- Bechky, B. A. (2003). Sharing meaning across communities : The transformation of understanding on a production floor. Organization Science, 14(3), 312–330.
- Bechky, B. A. (2006). Gaffers, gofers, and grips: Role-based coordination in temporary organizations. Organization Science, 17(1), 3–21.
- Bechky, B. A., & Okhuysen, G. A. (2011). Expecting the unexpected? How swat officers and film crews handle surprises. Academy of Management Journal, 54(2), 239–261.
- Beck, S. J., & Keyton, J. (2009). Perceiving strategic meeting interaction. Small Group Research, 40(2), 223–246.
- Ben-Menahem, S. M., Von Krogh, G., Erden, Z., & Schneider, A. (2016). Coordinating knowledge creation in multidisciplinary teams: Evidence from early-stage drug discovery. Academy of Management Journal, 59(4), 1308–1338.
- Boh, W. F. (2007). Mechanisms for sharing knowledge in project-based organizations. Information and Organization, 17(1), 27–58.
- Brickman, P., Redfield, J., Harrison, A. A., & Crandall, R. (1972). Drive and predisposition as factors in the attitudinal effects of mere exposure. Journal of Experimental Social Psychology, 8(1), 31–44.
- Bruns, H. C. (2013). Working alone together: Coordination in collaboration across domains of expertise. Academy of Management Journal, 56(1), 62–83.
- Carlile, P. R. (2002). View of knowledge and boundaries : Boundary objects in new product development. Organization Science, 13(4), 442–455.
- Carlile, P. R. (2004). Transfering, translating, and transforming: An integrative framework for managing knowledge across boundaries. Organization Science, 15(5), 555–568.
- Carlile, P. R., & Rebentisch, E. S. (2003). Into the black box: The knowledge transformation cycle. Source: Management Science, 49(9), 1180–1195.
- Cronin, M. A., & Weingart, L. R. (2007). Representational gaps, information processing, and conflict in functionally diverse teams. Academy of Management Review, 32(3), 761–773.
- Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: From intitution to institution. Academy of Management Review, 24(3), 522–537.
- Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2), 284–295.
- DiBenigno, J., & Kellogg, K. C. (2014). Beyond occupational differences: the importance of cross-cutting demographics and dyadic toolkits for collaboration in a u.s. Hospital. Administrative Science Quarterly, 59(3), 375–408.
- Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179–202.
- Faraj, S., & Xiao, Y. (2006). Coordination in fast-response organizations. Management Science, 52(8), 1155–1169.
- Fiske, S. T. (2009). Social beings: Core motives in social psychology (2nd ed.). Hoboken, NJ: Wiley.
- Freeman, L. C., Romney, A. K., & Freeman, S. C. (1987). Cognitive structure and informant accuracy. American Anthropologist, 89(2), 310–325.
- Gittell, J. H. (2011). New directions for relational coordination theory. In K. S. Cameron & G. Spreitzer (Eds.), Oxford handbook of positive organizational scholarship (pp. 400–411). Oxford: Oxford University Press.
- Goodman, P. S., Ramanujam, R., Carroll, J. S., Edmondson, A. C., Hofmann, D. A., & Sutcliffe, K. M. (2011). Organizational errors: Directions for future research. Research in Organizational Behavior, 31, 151–176.
- Grant, A., & Ashford, S. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34.
- Haas, M., & Ham, W. (2015). Microfoundations of knowledge recombination: Peripheral knowledge and breakthrough innovation in teams. In W. Ocasio & G. Gavetti (Eds.), Advances in strategic management: Special issue on cognition & strategy, Volume 32 (pp. 47–87). Bingley, UK: Emerald.
- Hargadon, A. B., & Bechky, B. A. (2006). When collections of creatives become creative collectives: A field study of problem solving at work. Organization Science, 17(4), 484–500.
- Harrison, S. H., & Rouse, E. D. (2014). Let’s dance! Elastic coordination in creative group work: A qualitative study of modern dancers. Academy of Management Journal, 57(5), 1256–1283.
- Hollingshead, A. B. (1998). Group and individual training: The impact of practice on performance. Small Group Research, 29(2), 254–280.
- Jensen, K. W. (2010). Relational effects on knowledge integration: The differential effects on search and transfer. Knowledge Management Research & Practice, 8(2), 146–160.
- Kaplan, S., & Orlikowski, W. J. (2013). Temporal work in strategy making. Organization Science, 24(4), 965–995.
- Kouchaki, M., Okhuysen, G. A., Waller, M. J., & Tajeddin, G. (2012). The treatment of the relationship between groups and their environments: A review and critical examination of common assumptions in research. Group & Organization Management, 37(2), 171–203.
- Lampel, J., Scarbrough, H., & Macmillan, S. (2008). Managing through projects in knowledge-based environments: Special issue introduction by the guest editors. Long Range Planning, 41(1), 7–16.
- Leonard, D., & Sensiper, S. (1998). The role of tacit knowledge in group innovation. California Management Review, 40(3), 112–132.
- Majchrzak, A., Jarvenpaa, S. L., & Hollingshead, A. B. (2007). Coordinating expertise among emergent groups responding to disasters. Organization Science, 18(1), 147–161.
- Marks, M. A., Dechurch, L. A., Mathieu, J. E., Panzer, F. J., & Alonso, H. A. (2005). Teamwork in multiteam systems. Journal of Applied Psychology, 90(5), 964–971.
- Marrone, J. A. (2010). Team boundary spanning: A multilevel review of past research and proposals for the future. Journal of Management, 36(4), 911–940.
- Metiu, A. (2006). Owning the code: status closure in distributed groups. Organization Science, 17(4), 418–435.
- Metiu, A., & Rothbard, N. P. (2013). Task bubbles, artifacts, shared emotion, and mutual focus of attention: A comparative study of the microprocesses of group engagement. Organization Science, 24(2), 455–475.
- Newell, S., Goussevskaia, A., Swan, J., Bresnen, M., & Obembe, A. (2008). Interdependencies in complex project ecologies: The case of biomedical innovation. Long Range Planning, 41(1), 33–54.
- Newell, S., Tansley, C., & Huang, J. (2004). Social capital and knowledge integration in an ERP project team: The importance of bridging and bonding. British Journal of Management, 15(1), 43–57.
- Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14–37.
- Nonaka, I., & Toyama, R. (2003). The knowledge-creating theory revisited: Knowledge creation as a synthesizing process. Knowledge Management Research & Practice, 1, 2–10.
- Okhuysen, G. A., & Bechky, B. A. (2009). Coordination in organizations: An integrative perspective. The Academy of Management Annals, 3(1), 463–502.
- Okhuysen, G. A., & Eisenhardt, K. M. (2002). Integrating knowledge in groups : How formal interventions enable flexibility. Organization Science, 13(4), 370–386.
- Peltokorpi, V. (2012). Organizational transactive memory systems: Review and extension. European Psychologist, 17(1), 11–20.
- Peltokorpi, V. (2014). Transactive memory system coordination mechanisms in organizations: An exploratory case study. Group & Organization Management, 39(4), 444–471.
- Rico, R., Sánchez-Manzanares, M., Gil, F., & Gibson, C. (2008). Team implicit coordination Ppocesses: A team knowledge–Based approach. Academy of Management Review, 33(1), 163–184.
- Star, S. L., & Griesemer, J. R. (1989). Institutional ecology, ‘translations’ and boundary objects: Amateurs and professionals in Berkeley’s museum of vertebrate zoology, 1907–39. Social Studies of Science, 19, 387–420.
- Tell, F., Berggren, C., Brusoni, S., & Van de Ven, A. (2016). Managing knowledge integration across boundaries. New York: Oxford.
- Thompson, J. (1967). Organizations in action. New York, USA: McGraw-Hill.
- Valentine, M. A., & Edmondson, A. C. (2015). Team scaffolds: How mesolevel structures enable role-based coordination in temporary groups. Organization Science, 26(2), 405–422.
- Wageman, R. (1995). Interdependence and group effectiveness. Administrative Science Quarterly, 40(1), 145–180.
- Wageman, R., & Gordon, F. M. (2005). As the twig is bent : How group values shape emergent task interdependence in groups. Organization Science, 16(6), 687–700.
- Weick, K. E. (1979). The social psychology of organizing, 2nd. Reading, MA:Addison-Wesley.
- Weick, K. E., & Roberts, K. H. (1993). Collective mind in organizations: Heedful interrelating on flight decks. Administrative Science Quarterly, 38(3), 357.
- Wittenbaum, G. M., Hollingshead, A. B., & Botero, I. C. (2004). From cooperative to motivated information sharing in groups: moving beyond the hidden profile paradigm. Communication Monographs, 71(3), 286–310.
- Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201.
- Zajonc, R. B. (1968). Attitudinal effects of mere exposure. Journal of Personality and Social Psychology, 9(2), 1–27.
- Zhang, L., Cheng, J., & Wang, D. (2015). The influence of informal governance mechanisms on knowledge integration within cross-functional project teams: A social capital perspective. Knowledge Management Research & Practice, 13(4), 508–516.