Knowledge co-creation in teams: Knowledge diversity, perspective taking and collective sensemaking

Abstract

We employed a process research lens to investigate knowledge co-creation by teams in a technology transfer project conducted within a large multinational firm. The project involved an expert team responsible for disseminating knowledge relating to the technology (disseminating team) and a team responsible for receiving and implementing that technology (recipient team). Our analysis is based on a total of 28 interviews, archival data, and direct observation of project team meetings over 10 months. Our findings revealed that the first step in knowledge co-creation is involving the right people. Additionally, we found that knowledge co-creation was enacted as a function of perspective taking and collective sensemaking. The various parties i.e., disseminating team, recipient team, and external contractors, involved in this collaborative effort each contributed their distinct knowledge. Collectively, through knowledge diversity, and by undertaking the processes of perspective taking and collective sensemaking, the co-created knowledge reflected attributes of (1) multifacetedness; (2) utility; (3) shared ownership; and (4) enhanced quality. Additionally, we found that enablers of perspective taking and collective sensemaking were psychological safety climate, formalizing meetings, and stability of team membership. Key inhibiting factors included resource constraints, and managing risks and uncertainties. Our research has important implications for studying knowledge co-creation within sender-user teams, and knowledge transfer effectiveness.