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relation to the requirements posed by its relevant external conditions (Lawrence and Lorsch 1967, pp. Integration is defined as the process of achieving unity of effort among the various subsystems in the accomplishment of the company's task by the demands of the environment (Lawrence and Lorsch 1967; 1986). Together differentiation and integration are the company responses to the levels of uncertainty inherent in the environment, and as such, the company objective is to integrate across differentiated parts of the company to facilitate organizational information processing (Lawrence and Lorsch 1986; Sherman, Berkowitz, and Souder 2005). Situations with higher levels of uncertainty would require greater information-processing requirements and require more extensive modes of integration, whereas situations with low levels of uncertainty would not require as much integration. Information processing leading to knowledge creation would be accomplished through the promotion of interactions and problem solving among individuals with unique knowledge sets coupled with the combining of disparate resources (Hinsz, Tindale, and Vollrath 1997; Tsoukas 1996). Daft and Lengel's (1986) work characterizes interfunctional initiatives as means for reducing task uncertainty and task equivocality- both of which represent the two distinct task dimensions of organization information processing. Task uncertainty refers to the absence of answers to welldefined questions and the difference between the amount of information required to complete a task and the amount of information possessed by the team at the time of task initiation. Task equivocality is the level of ambiguity and confusion concerning the nature of the questions asked, the goals pursued, and the problems to be solved. Task equivocality is akin to and can be portrayed by task scope, which refers to the breadth of tasks needed to accomplish the project (Daft and Lengel 1986; Keller 2001). The type of interfunctional initiative to use is predicated on the nature of task uncertainty and task scope. For example, an initiative with greater task uncertainty and greater task scope will require the collection and sharing of information from multiple sources to work out how to execute the next task, find out what is going on elsewhere, deal with disruptions, and ensure that tasks are on track (Daft and Macintosh 1984; Keller 2001). Through use of an interfunctional initiative, knowledge is created from the interaction among individuals and managed accordingly. Interaction between individuals with similar knowledge sets would not create as much knowledge as individuals with different knowledge sets. Applying a knowledge creation and knowledge management lens, interfunctional initiatives portray a process by which information and ideas are shared and combined through interfunctional exchanges and ongoing relationships (Day 1994; Nonaka 1994; Nonaka, Takeuchi, and Umemoto 1996; van der Bij, Song, and Weggeman 2003). This is because these relationships facilitate the sharing of independently developed thoughts and ideas, create a common language, and manifest common understandings, which in turn, generate conditions conducive to intuitive insights and the facilitation and creation of new knowledge (Nonaka 1994). By creating new knowledge that had not been previously possessed (Gulati 1999; Mowery, Oxley, and Silverman 19%), interfunctional initiatives are recognized for the ability to stimulate organizat