View source for Meta-functional expertise

'''Meta-functional expertise''' is the breadth of one’s [[Strategy|strategically]] important [[knowledge]].<ref>Bunderson, J. S. (2003). Team member functional background and involvement in management teams: Direct effects and the moderating role of power centralization. ''The Academy of Management Journal'', 458–474.</ref> It differs from the traditional conceptualization of [[expertise]], which is generally considered to be a great depth of knowledge in a [[Domain knowledge|defined area]], and where thus [[experts]] are people who are distinguished as knowing a lot about a particular subject. Comparatively, a ''meta-functional expert'' is considered to be somewhat knowledgeable in many different areas but not necessarily an [[expert]] in any single domain.

== Compared to generalists ==
Someone high on meta-functional expertise is similar to a [[wikt:Special:Search/generalist|generalist]] in that they have a wide array of knowledge. However, where generalists know many different things meta-functional experts have enough depth of knowledge in each area to be considered knowledgeable by other members of their team at work.<ref>: Bunderson, JS., & Sutcliffe, KM. 2002. Comparing Alternative Conceptualizations of Functional Diversity in Management Teams: Process and Performance Effects. ''The Academy of Management Journal''  45(5): 875-893</ref>

==Results of meta-functional expertise==
Individuals high on meta-functional expertise are: 
*Better able to acquire [[social power]] at work because they can translate between [[wikt:Specialist|specialist]]s.<ref>Bunderson, J. S. (2003). Team member functional background and involvement in management teams: Direct effects and the moderating role of power centralization. ''The Academy of Management Journal'', 458–474</ref><ref>Dahlander, L. & O’Mahony, S. 2011. Progressing to the Center: Coordinating Project Work. ''Organization Science''. 22(4): 961-979</ref>
*More successful as [[entrepreneurs]]<ref>Beckman, C.M. & Burton, D.M. 2008. Founding the Future: Path Dependence in the Evolution of Top Management Teams from Founding to IPO. ''Organization Science'', 19(1): 3–24</ref> 
*More [[innovative]]<ref>Mors, M. L. (2009). Innovation in a global consulting firm: when the problem is too much diversity. Strategic Management Journal, 31(8), 841–872.</ref>
*More likely to get promoted at work<ref>Kelly, et al Combining diverse knowledge: knowledge workers’ experience of specialists and generalist roles. Personnel Review, 29(4): 384-427
</ref>
*Better able to get information from people outside of their work team<ref>[[Michael L. Tushman|Tushman, M.L.]], & Scanlan, T.J. 1981. Boundary Spanning Individuals: Their Role in Information Transfer and Their Antecedents. ''The Academy of Management Journal'', 24 (2): 289-305</ref><ref>[[Michael L. Tushman|Tushman, M.L.]], & Scanlan, T.J. Characteristics and external orientations of boundary spanning individuals. ''Academy of Management Journal'', 24(1): 83-98</ref>

[[Team|Groups]] with more meta-functional experts on them perform better because they:
*Communicate better with one another and share more ideas <ref>Bunderson, JS., & Sutcliffe, KM. 2002.  Comparing Alternative Conceptualizations of Functional Diversity in Management Teams: Process and Performance Effects. ''The Academy of Management Journal''  45(5): 875-893</ref><ref>Somech, A. 2006. The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams, ''Journal of Management'', 32: 132-157
</ref>
*Understand their surroundings better <ref>Cummings, J.N. 2004. Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization. ''Management Science'', 50(3): 352-364</ref>
*Gain knowledge external to the group more efficiently<ref>Haas, M.R. 2006. Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals. ''Organization Science'', 17(3): 367-384</ref>
*Are more [[innovative]]<ref>Fay, D., Carol Borrill1, Ziv Amir, Robert Haward and Michael A. West. 2006. Getting the most out of multidisciplinary teams: A multi-sample study of team innovation in health care. ''Journal of Occupational and Organizational Psychology'', 79: 553–567</ref>

== See also ==
* [[Interdisciplinarity]], utilization of specialist knowledge from several areas to solve a problem
* [[Interdiscipline]], a discipline based on several disciplines, but which can also be considered an independent discipline

== References ==
{{Reflist}}

[[Category:Knowledge]]