Abstract
In knowledge-based environments, teams must develop a systematic approach to integrating knowledge resources throughout the course of projects in order to perform effectively. Yet many teams fail to do so. Drawing on the resource-based view of the firm, we examine how teams can develop a knowledge-integration capability to dynamically integrate members' resources into higher performance. We distinguish among three sets of resources—relational, experiential, and structural—and propose that they differentially influence a team's knowledge integration capability. We test our theoretical framework using data on knowledge workers in professional services and discuss implications for research and practice.
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