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dc.contributor.authorKruse, Ronald J
dc.contributor.authorAnbar, Michael
dc.contributor.authorCohen, Bernard P
dc.date.accessioned2015-08-15T22:36:35Z
dc.date.available2015-08-15T22:36:35Z
dc.date.issued2015-08-15
dc.identifier.urihttp://hdl.handle.net/1969.1/154798
dc.description.abstractThe authors analyze structures and processes in multidisciplinary teams to identify factors that lead to synergistic outcomes from those that do not. They use the analysis to describe settings most likely to produce synergistic outcomes. Generally, situations that foster interaction and exchange of ideas are most appropriate to develop synergy, but several structural and interaction factors—including bureaucratic organization of work, reward systems, status inconsistency and status ambiguity.en_US
dc.language.isoen_USen_US
dc.relation.ispartofseriesTechnical Report Stanford Sociology;#57
dc.rightsAttribution 3.0 United States*
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/us/*
dc.subjectmultidisciplinary teamsen_US
dc.subjectsynergyen_US
dc.subjectstatus inconsistencyen_US
dc.subjectstatus ambiguityen_US
dc.titleThreats to the Promise of Synergy in Interdisciplinary Reearchen_US
dc.typeTechnical Reporten_US
local.departmentSociologyen_US


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Attribution 3.0 United States
Except where otherwise noted, this item's license is described as Attribution 3.0 United States