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1

Mohrman, Susan Albers. Designing team-based organizations: New forms for knowledge work. San Francisco: Jossey-Bass, 1995.

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2

Babu, Beena. Constructing knowledge together to improve primary science teaching and learning. Oxford: Oxford Brookes University, 2001.

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3

Besser, Terry L. Team Toyota: Transplanting the Toyota culture to the Camry plant in Kentucky. Albany: State University of New York Press, 1996.

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4

Veldhuis-Diermanse, Anna Elske. CSCLearning?: Participation, learning activities and knowledge construction in computer-supported collaborative learning in higher education. Wageningen, Netherlands: [s.n.], 2002.

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5

Collaborative learning: Higher education, interdependence, and the authority of knowledge. Baltimore: Johns Hopkins University Press, 1993.

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6

Collaborative learning: Higher education, interdependence, and the authority of knowledge. 2nd ed. Baltimore, Md: John Hopkins University Press, 1999.

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7

Human factors in project management: Concepts, tools, and techniques for inspiring teamwork and motivation. San Francisco: Jossey-Bass, A Wiley Imprint, 2007.

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8

Birdsall, William F. Towards an integrated knowledge ecosystem: A Canadian research strategy, a report submitted to the Canadian Association of Research Libraries : y the Study Research Team, principal investigator: William F. Birdsall ... [et al.]. Ottawa: CARL, 2005.

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9

Opie, Anne. Thinking teams, thinking clients: Knowledge-based teamwork. New York: Columbia University Press, 2000.

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10

Farr, Marshall J. The Long-Term Retention of Knowledge and Skills. New York, NY: Springer New York, 1987. http://dx.doi.org/10.1007/978-1-4612-1062-7.

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11

Kelly, Freebody, ed. Partnerships in education research: Creating knowledge that matters. London: Bloomsbury, 2014.

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12

Peterson, Kent D. Principals skills and knowledge for shared decision making: Final deliverable to OERI. [Washington, DC]: U.S. Dept. of Education, Office of Educational Research and Improvement, Educational Resources Information Center, 1995.

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13

Dyer, Jean L. Working memory and exploration in training the knowledge and skills required by digital systems. Alexandria, Va: U.S. Army Research Institute for the Behavioral and Social Sciences, 2001.

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14

D'Amato, Rik Carl, and G. J. Van Schalkwyk. From the Confucian way to collaborative knowledge co-construction. San Francisco: Jossey-Bass, 2015.

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15

United States. Office of the Under Secretary of Defense for Research and Engineering. and Institute for Defense Analyses, eds. The long-term retention of knowledge and skills: A cognitive and instructional perspective. New York: Springer-Verlag, 1987.

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16

Workshop, "Interaktionsorientiertes Wissensmanagement" (2004 Paderborn Germany). Interaktionsorientiertes Wissensmanagement. Frankfurt am Main: P. Lang, 2005.

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17

IT best practices: Management, teams, quality, performance, and projects. Boca Raton: Taylor & Francis, 2012.

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18

Tea with Jane Austen. Madison, Wis: Jones Books, 2004.

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19

Knowledge Sharing Behavior. Sintok, Kedah Darul Aman, Malaysia: Penerbit Universiti Utara Malaysia, 2012.

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20

Chung, Gregory K. W. K., Herl Howard E, and Educational Resources Information Center (U.S.), eds. Computer-based collaborative knowledge mapping to measure team processes and team outcomes. Los Angeles, CA: National Center for Research on Evaluation, Standards, and Student Testing, Center for the Study of Evaluation, Graduate School of Education & Information Studies, University of California, Los Angeles, 1999.

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21

Designing Team-Based Organizations: New Forms for Knowledge Work. Wiley & Sons, Incorporated, John, 2008.

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22

Harding, Jennifer Anne. A knowledge representation model to support concurrent engineering team working. 1996.

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23

Social Contexts of Intellectual Virtue: Knowledge As a Team Achievement. Taylor & Francis Group, 2016.

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24

Harrod, Molly, Sanjay Saint, and Robert W. Stock. Building the Team. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780190671495.003.0003.

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The team structure as a model for organizing work has in recent years won broad acceptance in industry, with studies demonstrating that teams performing high-intensity tasks make fewer mistakes than individual workers. This comports with modern educational theory, which tends to identify two basic varieties of learning: knowledge acquisition, which enables the individual to reproduce the information studied, and knowledge gained through participation in a dynamic community or team. Team learning is beneficial for hospitals where collaboration among clinicians is so vital. The attendings used multiple strategies to build and maintain team relationships. The attendings’ definition of the team extended beyond the learners and included other medical specialists. Attendings view the care of a patient as the team’s responsibility and not just that of the primary provider.
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25

Carey, Marcus J., and Jennifer Jin. Tribe of Hackers Red Team: Tribal Knowledge from the Best in Offensive Cybersecurity. Wiley & Sons Canada, Limited, John, 2019.

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26

Carey, Marcus J., and Jennifer Jin. Tribe of Hackers Red Team: Tribal Knowledge from the Best in Offensive Cybersecurity. Wiley & Sons, Incorporated, John, 2019.

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27

Tribe of Hackers Blue Team: Tribal Knowledge from the Best in Defensive Cybersecurity. Wiley & Sons, Limited, John, 2020.

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28

Carey, Marcus J., and Jennifer Jin. Tribe of Hackers Red Team: Tribal Knowledge from the Best in Offensive Cybersecurity. Wiley & Sons, Incorporated, John, 2019.

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29

Baines, Donna, and Rachel Gnanayutham. Rapid Ethnography and a Knowledge Mobilization Project. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190862268.003.0011.

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Knowledge mobilization (KM) or knowledge translation (KT) involves the dissemination of research findings to diverse audiences. This chapter reflects on the challenges of KM when impacts are likely to be diffuse, nonlinear, far-reaching and long-term, such as shifting public discourse and government priorities, rather than small, immediate, easily measured, technical impacts. Drawing on one of the project’s knowledge transfer initiatives known as the bookette (a short, accessible, multiformat book and book launches aimed at the public, media, and policymakers), the chapter argues that this strategy put findings into a range of people’s hands quickly, while leaving room for further KM activities as the project continued. The chapter considers the importance of team-based research and KM as research activities that extend and deepen the capacity of researchers, research partners, and the community to pursue social change. Strengths and challenges of team-based rapid ethnography are discussed in light of these challenges.
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30

Kennel, Victoria, Katherine Jones, and Roni Reiter-Palmon. Team Innovation in Healthcare. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190222093.003.0012.

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This chapter explores team innovation in the context of healthcare by integrating literature and empirical evidence from the organizational, social, and medical sciences on team innovation. Innovation encompasses the activities that transform the intentional decision to adopt and implement a new idea, process, product, or procedure into regular and sustained practice. The healthcare industry needs innovation to adapt to and manage complexity within a rapidly changing healthcare system. Interdisciplinary teams have been adopted as innovations to solve certain problems in healthcare that require coordinated interdependent action and complementary knowledge and skills, such as chronic conditions and disease management, patient safety concerns, and cancer treatment and care. Teams may also be employed to manage healthcare innovation adoption and implementation efforts, and the industry must leverage team composition and team process factors to help these healthcare teams innovate.
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31

Project management case studies and lessons learned: Stakeholder, scope, knowledge, schedule, resource and team management. 2014.

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32

Overton, Dixie D. O'Connell. The Relationship Between Knowledge Transfer, Team Learning, and Project Success in the Information Technology Field. Xlibris US, 2018.

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33

Business Intelligence Competency Centers: A Team Approach to Maximizing Competitive Advantage (Wiley and SAS Business Series). Wiley, 2006.

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34

Turner, Jane. Working as a multidisciplinary team. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780198736134.003.0033.

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Multidisciplinary care is established as the optimal model of clinical treatment of patients with cancer. As cancer treatment becomes increasingly complex, it is obvious that no one individual can maintain knowledge and skills across all domains of care. This means that a collaborative approach is required to ensure that expertise is available to assist in decision-making and planning of treatment, which is evidence-based and focused on the needs of the individual patient, taking into account their social and family context. This chapter describes the benefits of treatment by a multidisciplinary team including a description of the characteristics of well-functioning teams. Information is provided about adverse impacts on patient outcomes if there is poor communication within the multidisciplinary team. Evidence about strategies to improve communication within the multidisciplinary team is presented, supported by practical exercises to apply learning into the clinical setting.
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35

Kaufman, Gila. The nature and development of team leaders' professional knowledge about aspects of change in their schools. 2002.

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36

Team Innovation Knowledge and Performance Management Special Issues of the European Journal of Work and Organizat. Psychology Press, 2009.

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37

The role of a CTO/CIO: Leading technology executives on setting goals, building a strong team, and adding value to a company. [Boston, MA]: Aspatore Books, 2005.

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38

Russell, Ann Siobhan. Progress towards design of a knowledge building community in health care. 2005.

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39

Augustine, Daniel, Paul Leeson, and Ali Khavandi. MCQs for Cardiology Knowledge Based Assessment. Oxford University Press, 2014. http://dx.doi.org/10.1093/oso/9780199655519.001.0001.

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The first MCQ preparation book on the market for the KBA in Cardiology, MCQs for Cardiology Knowledge Based Assessment features over 260 questions exactly mirroring the format and content of the exam. 11 focused sequences of questions are followed by detailed explanatory answers, which draw in the relevant aspects of the current syllabus, refer you to further reading and provide you with the broad base of knowledge the examiners expect. Written by a team of cardiology registrars and consultants with recent experience of the exam, the format is designed to give you hands-on experience of the level and type of questions you can expect in the real thing. In addition to a huge variety of images and case scenarios forming the basis of clinical question stems, the book is accompanied by a DVD featuring dozens of video loops - ranging from coronary angiograms to echocardiography - to help you become practised at responding to a clinical stimulus in the context of a Single Best Answer question. Covering the whole scope of the syllabus and offering a truly authentic experience of the exam, MCQs for Cardiology Knowledge Based Assessment is the insider's guide to the KBA, to ensure you gain both the confidence and knowledge to pass.
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40

Shepardson, Cynthia A. Cooperative learning, knowledge and student attitudes as influences on student CPS involvement: An exploratory study. 1990.

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41

Martin, Beyerlein Michael, Johnson Douglas A, and Beyerlein Susan T, eds. Knowledge work in teams. Greenwich, Conn: JAI Press, 1995.

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42

Bruffee, Kenneth A. Collaborative Learning: Higher Education, Interdependence, and the Authority of Knowledge. The Johns Hopkins University Press, 1998.

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43

Bruffee, Kenneth A. Collaborative Learning: Higher Education, Interdependence, and the Authority of Knowledge. The Johns Hopkins University Press, 1998.

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44

Collaborative Learning: Higher Education, Interdependence, and the Authority of Knowledge. The Johns Hopkins University Press, 1995.

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45

Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation. Wiley & Sons, Incorporated, John, 2010.

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46

Wong, Zachary. Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation. Jossey-Bass, 2007.

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47

Wong, Zachary. Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation. Wiley & Sons, Incorporated, John, 2010.

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48

Wong, Zachary. Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation. Wiley & Sons, Incorporated, John, 2007.

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49

Knowledge Management for Teams and Projects (Knowledge Management). Chandos Publishing (Oxford) Ltd, 2005.

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50

Knowledge Management for Teams and Projects (Knowledge Management). Chandos Publishing (Oxford) Ltd, 2005.

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