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e in light of the spectrum of possible situations for employing interfunctional initiatives. Although interfunctional appears to be an appropriate descriptor of initiatives involving multiple functions or departments, this terminology is rather broad in describing the degree to which functions and departments interoperate. Such nomenclature also suggests that initiatives are binary by being either functional or interfunctional. An augmented view of interfunctional initiatives is proposed by including a third category called multifunctional initiatives portraying a continuum of interfunctional initiatives from functional initiatives to multifunctional initiatives to cross-functional initiatives, where multifunctional initiatives represent a middle ground between functional and cross-functional initiatives. This proffers a greater distinction of initiatives across a continuum ranging from functional, multifunctional, to cross-functional (see Figure 1). Multifunctional and cross-functional efforts would be initiated and undertaken when cross-domains exist. And, as will be discussed, the distinct nature of functional, multifunctional, and cross-functional initiatives pose unique knowledge creation and knowledge management implications along a continuum from none/low to moderate to high knowledge creation (see Table 1). Functional Initiatives Functional initiatives represent those activities where an individual function has minimal to no contact with personnel from other functions. Activities within a functional context would be those where there are function-specific activities that are narrow in scope and pertain to function-specific goals. As suggested in Figure 1, functional initiatives would be best applied to those cases where task uncertainty is low and task scope is narrow. Such situation characteristics would suggest a limited need for a diverse knowledge set to address the respective project. One example is customer service personnel responsible for overseeing a customer's inquiry into delivery timing. Another example is the sales function taking on the task of lead generation. In these types of initiatives, an amalgamation of personnel from other functions (and departments) would not benefit progress, and in fact, could inhibit the respective function's ability to resolve the matter in a cost-effective and timely fashion. Functional initiatives would fall under the auspices and be solely the responsibility of that respective function. Functional initiatives should be the easiest and least resource consuming to implement. This is because there is only one management silo with which to contend, there is already a relative functional identity on which to build consensus and direction (Fisher, Maltz, and Jaworski 1997), and the task is less uncertain and better scoped allowing for a more apt application of resources in the course of task implementation. Initiatives strictly functional in nature will generate and share very limited, if any, organization-wide knowledge; the knowledge generated and shared resides and is potentially isolated in the respective function. Functional initiatives also do not allow for opportunities that result in the combination with other information or data as there are limited, if any, opportunities to combine information with other functions' information and data, preventing new knowledge creation throughout the organization (see Table 1). The knowledge created in the functional initiative will be