Management Papers

Document Type

Journal Article

Date of this Version

5-2006

Publication Source

Organization Science

Volume

17

Issue

3

Start Page

367

Last Page

384

DOI

10.1287/orsc.1060.0187

Abstract

This paper examines the roles of cosmopolitans and locals in transnational teams that work on knowledge-intensive projects. I propose that cosmopolitan and local team members can help their teams to acquire and apply knowledge more effectively, by bringing both internal and external knowledge to their teams and enabling the teams to more successfully transform this knowledge into improved project performance. Findings from a study of 96 project teams at an international development agency reveal that the roles of cosmopolitans and locals were complex and sometimes valuable, but that cosmopolitans offered greater benefits than locals. The study also revealed that too many of each could hurt. Implications for theory and research on international management, virtual teams, exploration and exploitation, and organizational knowledge are discussed.

Keywords

knowledge, transnational teams, cosmopolitans and locals, exploration and exploitation

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Date Posted: 27 November 2017

This document has been peer reviewed.