Acting in complexity: knowledge dispersion challenges in high-level teams

Purpose The purpose of this paper is to provide a theoretical model for how high-level teams composed of capable, skilled and motivated knowledge experts can still act in ways that lead to significant failures. Design/methodology/approach Using a socio-cognitive view on the relationship between action and mind and work on social contagion, the authors explore the mechanisms that link members’ knowledge expertise, team processes and shared cognitions to team action. Findings The proposed team action identification framework provides a new perspective that brings clarity to the mechanisms through which cognitions and actions evolve at the team level by specifying how to optimally arrange knowledge expertise and team shared cognitions in contexts with high amounts of complexity and competition. Originality/value The framework extends beyond current theoretical frameworks by explaining how high-level teams that have the proper expertise, motivation and coordination for effective action may still fail to devise plans and implement needed actions when faced with complex challenges.