Meta-functional expertise

<h2 id="compared-to-generalists">Compared to generalists</h2>
Someone high on meta-functional expertise is similar to a 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.<a class="footnote-ref" id="fnref:2" href="#fn:2">2</a>

<h2 id="results-of-meta-functional-expertise">Results of meta-functional expertise</h2>
Individuals high on meta-functional expertise are: 

<ul><li>Better able to acquire <a href="/facts/Social_power/Q4feTyU6">social power</a> at work because they can translate between specialists.<a class="footnote-ref" id="fnref:3" href="#fn:3">3</a><a class="footnote-ref" id="fnref:4" href="#fn:4">4</a></li>
<li>More successful as <a href="/facts/Entrepreneurs/gr8E0Su2">entrepreneurs</a><a class="footnote-ref" id="fnref:5" href="#fn:5">5</a></li>
<li>More <a href="/facts/Innovative/aa7hadLw">innovative</a><a class="footnote-ref" id="fnref:6" href="#fn:6">6</a></li>
<li>More likely to get promoted at work<a class="footnote-ref" id="fnref:7" href="#fn:7">7</a></li>
<li>Better able to get information from people outside of their work team<a class="footnote-ref" id="fnref:8" href="#fn:8">8</a><a class="footnote-ref" id="fnref:9" href="#fn:9">9</a></li></ul>
<a href="/facts/Team/oKapIa1a">Groups</a> with more meta-functional experts on them perform better because they:

<ul><li>Communicate better with one another and share more ideas <a class="footnote-ref" id="fnref:10" href="#fn:10">10</a><a class="footnote-ref" id="fnref:11" href="#fn:11">11</a></li>
<li>Understand their surroundings better <a class="footnote-ref" id="fnref:12" href="#fn:12">12</a></li>
<li>Gain knowledge external to the group more efficiently<a class="footnote-ref" id="fnref:13" href="#fn:13">13</a></li>
<li>Are more <a href="/facts/Innovative/aa7hadLw">innovative</a><a class="footnote-ref" id="fnref:14" href="#fn:14">14</a></li></ul>
<h2 id="see-also">See also</h2>
<ul><li><a href="/facts/Interdisciplinarity/HP0uaNUs">Interdisciplinarity</a>, utilization of specialist knowledge from several areas to solve a problem</li>
<li><a href="/facts/Interdiscipline/7V9NPQuY">Interdiscipline</a>, a discipline based on several disciplines, but which can also be considered an independent discipline</li></ul>

<h2 id="references">References</h2>

<ol>
<li id="fn:1">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. <a href="#fnref:1" class="footnote-back-ref">↩</a></li>
<li id="fn:2">: 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 <a href="#fnref:2" class="footnote-back-ref">↩</a></li>
<li id="fn:3">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 <a href="#fnref:3" class="footnote-back-ref">↩</a></li>
<li id="fn:4">Dahlander, L. & O’Mahony, S. 2011. Progressing to the Center: Coordinating Project Work. Organization Science. 22(4): 961-979 <a href="#fnref:4" class="footnote-back-ref">↩</a></li>
<li id="fn:5">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 <a href="#fnref:5" class="footnote-back-ref">↩</a></li>
<li id="fn:6">Mors, M. L. (2009). Innovation in a global consulting firm: when the problem is too much diversity. Strategic Management Journal, 31(8), 841–872. <a href="#fnref:6" class="footnote-back-ref">↩</a></li>
<li id="fn:7">Kelly, et al Combining diverse knowledge: knowledge workers’ experience of specialists and generalist roles. Personnel Review, 29(4): 384-427 <a href="#fnref:7" class="footnote-back-ref">↩</a></li>
<li id="fn:8">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 <a href="/wiki/Michael_L._Tushman" target="_blank">/wiki/Michael_L._Tushman</a> <a href="#fnref:8" class="footnote-back-ref">↩</a></li>
<li id="fn:9">Tushman, M.L., & Scanlan, T.J. Characteristics and external orientations of boundary spanning individuals. Academy of Management Journal, 24(1): 83-98 <a href="/wiki/Michael_L._Tushman" target="_blank">/wiki/Michael_L._Tushman</a> <a href="#fnref:9" class="footnote-back-ref">↩</a></li>
<li id="fn:10">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 <a href="#fnref:10" class="footnote-back-ref">↩</a></li>
<li id="fn:11">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 <a href="#fnref:11" class="footnote-back-ref">↩</a></li>
<li id="fn:12">Cummings, J.N. 2004. Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization. Management Science, 50(3): 352-364 <a href="#fnref:12" class="footnote-back-ref">↩</a></li>
<li id="fn:13">Haas, M.R. 2006. Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals. Organization Science, 17(3): 367-384 <a href="#fnref:13" class="footnote-back-ref">↩</a></li>
<li id="fn:14">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 <a href="#fnref:14" class="footnote-back-ref">↩</a></li>
</ol>

Meta-functional expertise open-in-new

Meta-functional expertise