One of the main problems for managers is forming work groups where experts' knowledge is truly utilized in order to successfully solve the task assigned. The question that arises is: “How can expert knowledge be best utilized for different types of teams?” The purpose of this article is to explore and describe how experts' knowledge is deployed in a specific context, as with Kaizen teams.
This study used a qualitatively based interpretive methodology, applying the case study as a research strategy through a dual design, which combines longitudinal and retrospective studies.
As a result of the conclusions from the field study, a set of practical recommendations is presented here that can be useful for general and middle management involved in improvement and innovation efforts.
This study is supported in the context of three case studies. Therefore does not seek the empirical generalization but analytical generalization.
As a result of the conclusions from the field study, a set of practical recommendations is presented here that can be useful for general and middle management involved in improvement and innovation efforts.
Sharing knowledge and promoting organizational learning goes beyond individual benefits and the organization to have an impact on society as it promotes dialogue, collaboration and respect as a way to solve problems and propose solutions.
Amplifying knowledge deployment between the expert and the apprentice in a Kaizen context is one of the unexplored topics in literature on continuous innovation and knowledge management.
