Expertise dissensus
a multi-level model of teams' differing perceptions about member expertise
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Author
Contributions
- Kwan, Lisa - Contributor
- Harvard Business School - Contributor
Publication
2011 - Harvard Business School, Boston, Massachusetts
Language
English
Word Count
10,250 words, Guess
Page Count
41 pages
Identifiers
- OCLC Control Number778969869
- OCLC Control Number787853240
- Open LibraryOL43853752M
Description
Why do some teams fail to convert members' knowledge into valued outcomes? We propose that members' differing perceptions of each other's levels of expertise is a critical factor. To capture this phenomenon, we introduce the concept of expertise dissensus, a team property that reflects the variance in team members' perceptions of one another's levels of expertise. We argue that it matters how team members perceive all others' expertise - not just how they view the most expert team member -and develop and test a multi-level model to explain how expertise dissensus affects team processes and outcomes. We further advance theory by investigating the effects of expertise dissensus on all dimensions of team effectiveness: team performance, team viability, and individual member development (Hackman, 1987).
Subjects
Series Statement
- Working paper / Harvard Business School -- 12-070
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