Abstract
Organizations live and die based on their ability to leverage their most fundamental human resource: expertise. Expertise has been studied extensively, and in a variety of contexts, however, to date, there exists no model that illuminates when, where, how, and to what degree expertise can be effectively utilized. The current paper puts forth such a model, both reviewing past research and proposing new research directions. In doing so, the current paper integrates much of the wide-ranging small groups literature published in the top management journals over the past two decades into the larger social psychology groups literature of decades past. Implications of the model and avenues for future research are discussed as are managerial applications aimed at enhancing team performance by supporting merit-based decision making in organizations.
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