Meta-functional expertise

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title: "Meta-functional expertise" type: doc version: 1 created: 2026-02-28 author: "Wikipedia contributors" status: active scope: public tags: ["knowledge"] topic_path: "general/knowledge" source: "https://en.wikipedia.org/wiki/Meta-functional_expertise" license: "CC BY-SA 4.0" wikipedia_page_id: 0 wikipedia_revision_id: 0

Meta-functional expertise is the breadth of one’s strategically important knowledge. It differs from the traditional conceptualization of expertise, which is generally considered to be a great depth of knowledge in a defined area, and where thus experts are people who are distinguished as knowing a lot about a particular subject. Comparatively, a meta-functional expert is considered to be somewhat knowledgeable in many different areas but not necessarily an expert in any single domain.

Compared to generalists

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.

Results of meta-functional expertise

Individuals high on meta-functional expertise are:

  • Better able to acquire social power at work because they can translate between specialists.
  • More successful as entrepreneurs
  • More innovative
  • More likely to get promoted at workKelly, et al Combining diverse knowledge: knowledge workers’ experience of specialists and generalist roles. Personnel Review, 29(4): 384-427
  • Better able to get information from people outside of their work team

Groups with more meta-functional experts on them perform better because they:

  • Communicate better with one another and share more ideas 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
  • Understand their surroundings better
  • Gain knowledge external to the group more efficiently
  • Are more innovative

References

References

  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.
  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
  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
  4. Dahlander, L. & O’Mahony, S. 2011. Progressing to the Center: Coordinating Project Work. ''Organization Science''. 22(4): 961-979
  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
  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.
  7. [[Michael L. Tushman. 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
  8. [[Michael L. Tushman. Tushman, M.L.]], & Scanlan, T.J. Characteristics and external orientations of boundary spanning individuals. ''Academy of Management Journal'', 24(1): 83-98
  9. 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
  10. Cummings, J.N. 2004. Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization. ''Management Science'', 50(3): 352-364
  11. Haas, M.R. 2006. Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals. ''Organization Science'', 17(3): 367-384
  12. 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

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