title: Cross-functional teams as an instrument for the development of company’s knowledge potential
metadata.name: dc.contributor.author
metadata.value: Kalabina, Elena G.
metadata.lang: -
metadata.name: dc.contributor.author
metadata.value: Belyak, Olga Yu.
metadata.lang: -
metadata.name: dc.date.accessioned
metadata.value: 2020-12-17T12:03:34Z
metadata.lang: -
metadata.name: dc.date.available
metadata.value: 2020-12-17T12:03:34Z
metadata.lang: -
metadata.name: dc.date.issued
metadata.value: 2020-09
metadata.lang: -
metadata.name: dc.identifier.citation
metadata.value: Kalabina E. G., Belyak O. Yu. 2020. Cross-functional teams as an instrument for the development of company’s knowledge potential. Vestnik of Saint Petersburg University. Management 19 (3): 336–361.
metadata.lang: en_GB
metadata.name: dc.identifier.other
metadata.value: https://doi.org/10.21638/11701/spbu08.2020.303
metadata.lang: -
metadata.name: dc.identifier.uri
metadata.value: http://hdl.handle.net/11701/21705
metadata.lang: -
metadata.name: dc.description.abstract
metadata.value: The aim of the paper is to examine the process of concurrent engineering in cross-functional
  teams and their role in the formation of knowledge potential of a company. Concurrent engineering in cross-functional teams is presented as an alternative to the traditional approach to
  the development of innovative products. In this study, organizational, activity and functional approaches were used, as well as the methods of analysis, deduction and generalization. The authors
  analyze the essence and features of concurrent engineering in the context of cross-functional
  teams. The necessity of considering cross-functional teams from the perspective of the community determining identity, common interests in a team, its relative integrity is established. The research has shown the importance of cross-functional teams in the development and formation of company’s knowledge potential. The article discusses various coordination mechanisms
  operating in cross-functional teams. The analysis of the features of cross-functional teams allows
  us to determine that they are built on the principles of adhocracy and impact the development
  of knowledge potential of companies significantly. However, cross-functional teams require a
  special management approach. The paper presents directions for further development of the research such as empirical analysis of the influence of various coordination mechanisms on knowledge sharing in a cross-functional team. The results of the study contribute to further research on
  cross-functional teams and effective knowledge sharing.
metadata.lang: en_GB
metadata.name: dc.language.iso
metadata.value: ru
metadata.lang: en_GB
metadata.name: dc.publisher
metadata.value: St Petersburg State University
metadata.lang: en_GB
metadata.name: dc.relation.ispartofseries
metadata.value: Vestnik of St Petersburg University. Management;Volume 19; Issue 3
metadata.lang: -
metadata.name: dc.subject
metadata.value: cross-functional teams
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: concurrent engineering
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: knowledge sharing
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: coordination mechanisms
metadata.lang: en_GB
metadata.name: dc.title
metadata.value: Cross-functional teams as an instrument for the development of company’s knowledge potential
metadata.lang: en_GB
metadata.name: dc.type
metadata.value: Article
metadata.lang: en_GB
resources.filename: 336-361.pdf
resources.url: https://dspace.spbu.ru/bitstream/11701/21705/1/336-361.pdf
resources.format: Adobe PDF
resources.size: 296,73 kB