'Locals,' 'Cosmopolitans' and Other Keys to Creating Successful Global Teams

Wed, 02 Sep 2009 16:37:02 EST

Global teams are like oceans: Depending on how they are navigated, they can link the world together or split it apart. When global teams work, they tap into a company's top talent, exploit local expertise, unite far-flung groups and ramp up worldwide production. When they don't, they are divisive, spark massive miscommunication and drive global projects into the ground. Knowledge@Wharton offers a best practices guide for global teams.

Does Knowledge Sharing Deliver on Its Promises?

Wed, 14 Nov 2007 15:20:43 EST

For nearly two decades, consulting firms, technology companies, R&D-driven corporations and other knowledge-intensive organizations have made significant investments in "knowledge management" initiatives. These initiatives are intended to facilitate the capture and transfer of company expertise as a way to spur learning and innovation. But research by Wharton management professor Martine Haas and a colleague indicates that knowledge sharing efforts often fail to result in improved task outcomes inside organizations -- and may even hurt project performance. Their research is presented in a paper titled, "Different Knowledge, Different Benefits: Toward a Productivity Perspective on Knowledge Sharing in Organizations."

Martine Haas - Faculty Research in Knowledge@Wharton

'Locals,' 'Cosmopolitans' and Other Keys to Creating Successful Global Teams

Does Knowledge Sharing Deliver on Its Promises?