Oborn, Eivor and Dawson, S. (2010) Knowledge and practice in multidisciplinary teams : Struggle, accommodation and privilege. Human Relations, Vol.63 (No.12). pp. 1835-1857. doi:10.1177/0018726710371237

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Abstract

The importance of translating knowledge across occupational boundaries is frequently identified as a means of generating innovation and improving performance. The creation of the multidisciplinary team is an institutional response to enable such translation and
synergy, yet few studies examine the processes of knowledge generation and translation in such teams. This article offers a case study that analyses these processes in decisions about the diagnosis and treatment of patients. Polanyi’s concept of tacit integration is
used to reveal how meaning is developed and manifest in team decisions and to examine how the discursive resources embedded in tacit knowledge shape clinical
practice. We highlight the foundations and dynamics that privilege the knowledge of some team members to be reconstituted as multidisciplinary group practice. Privileged knowledge then becomes embedded in the practices of the group. We conclude that the
creation of a multidisciplinary structure may support rather than challenge existing power hierarchies.

Item Type:	Journal Article
Divisions:	Faculty of Social Sciences > Warwick Business School > Entrepreneurship, Innovation & Management Faculty of Social Sciences > Warwick Business School
Journal or Publication Title:	Human Relations
Publisher:	Sage Publications Ltd.
ISSN:	0018-7267
Official Date:	2010
Dates:	Date Event 2010 Published
Volume:	Vol.63
Number:	No.12
Page Range:	pp. 1835-1857
DOI:	10.1177/0018726710371237
Status:	Peer Reviewed
Publication Status:	Published
Access rights to Published version:	Restricted or Subscription Access

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