|M.Sc Student||Lazar Moran|
|Subject||The Effect of Knowledge Utilization and Coordination|
on Team Performance: The Mediating Role of
Credibility and Helping Behavior
|Department||Department of Industrial Engineering and Management||Supervisor||Professor Ella Miron-Spektor|
Considerable research has suggested that in the best performing teams, members effectively utilize their specialized knowledge and coordinate their activities. A recent study suggests that engaging in each process alone (either coordination or knowledge utilization) without the corresponding process, can hamper team performance (Reagans, Miron-Spektor & Argote, 2016). Extending this work, the current research examines why promoting only one process does not contribute to team performance. Drawing on knowledge sharing literature, we suggest that engaging in one process without the corresponding process can hinder team performance because it limits members’ trust on each other's knowledge and helping behavior that are necessary for mutual reliance among team members. Results of a laboratory experiment (n = 118 three-member teams) identify two failure modes of teams that engage either in knowledge utilization or coordination. Among teams characterized by high coordination and low knowledge utilization, members are less likely to seek for help and provide help to other members, whereas in teams of experts that utilize their knowledge without effectively coordinating their activities, team members are less likely to trust each other’s knowledge. The substantial decrease in helping behavior and credibility among these teams consequently hinders team performance. Theoretical and practical implications are discussed.