Teams as a sub-process for knowledge management
Purpose ‐ Within the expansive body of literature on knowledge management, very little research is found that examines the use of teams as a sub-process for knowledge management. This article addresses this limitation by seeking to provide a theoretical framework that
examines the similarities between the benefits of incorporating teams into the workplace and incorporating knowledge management principles. Recognizing that knowledge management has several critical dimensions, the framework that ties workplace teams to each of these knowledge management dimensions
is built. Knowledge management and teams in the workplace are viewed at the individual, team and organizational level of analysis.
Design/methodology/approach ‐ This is a conceptual paper that reviews current literature on teams and matches the functions of teams to those
of knowledge management critical dimensions as outlined by Argote et al. knowledge management context and knowledge management outcomes.
Findings ‐ The deficit in current literature is identified by placing teams as a sub-process for knowledge management. Additionally,
the benefits teams can have on an organization within the knowledge management process are identified.
Originality/value ‐ The research contributes to the field by offering a framework that can serve to further the research on utilizing teams as a sub-process to knowledge
management. Teams are identified as a sub-process to the knowledge management process within an organizational framework.