Editing Dispersed knowledge (section)

== Uncertainty ==
Dispersed knowledge will give rise to uncertainty which will lead to different kinds of results.
* 1. Dispersed knowledge causes different opinions and sources in cooperate organizations and it brings creativity.
Richard LeFauve highlights the advantages of organizational structure in companies:

''"Before if we had a tough decision to make, we would have two or three different perspectives with strong support of all three. In a traditional organization the bossman decides after he’s heard all three alternatives. At Saturn we take time to work it out, and what generally happens is that you end up with a fourth answer which none of the portions had in the first place. but one that all three portions of the organization fully support (AutoWeeR, Oct. 8, 1990. p. 20)."''

Companies are supposed to think highly of the dispersed knowledge and make adjustments to meet demands.<ref>{{Cite journal|title = The Problem with Dispersed Knowledge: Firms in Theory and Practice|last = Minkler|first = Alanson P|date = November 1993|journal = Kyklos|doi = 10.1111/j.1467-6435.1993.tb00499.x|issn = 0023-5962|volume = 46 |issue = 4|pages = 569–587}}</ref>
* 2. Dispersed knowledge causes management problems at the same time.
Tsoukas stated:

''"A firm’s knowledge is distributed, not only in a computational sense . . . or in Hayek’s (1945, p. 521) sense that the factual knowledge of the particular circumstances of time and place cannot be surveyed as a whole. But, more radically, a firm’s knowledge is distributed in the sense that it is inherently indeterminate: nobody knows in advance what that knowledge is or need be. Firms are faced with radical uncertainty: they do not, they cannot, know what they need to know."''<ref>{{Cite journal|title = The firm as a distributed knowledge system: A constructionist approach|last = Tsoukas|first = Haridimos|date = 1996|journal = Strategic Management Journal|doi = 10.1002/smj.4250171104|pages = 11–25|volume = 17|issn = 0143-2095}}</ref>