Transactive memory systems and team innovation: A curvilinear approach

Abstract

Purpose

The purpose of this paper is to hypothesize a curvilinear relation between transactive memory systems (TMS) and team innovation by integrating diverging conceptual and research findings in TMS research. While increasingly argued to enhance team innovation, TMS also have negative effects on team processes and outcomes.

Design/methodology/approach

The authors tested the hypothesis through hierarchical linear regression analyses using data obtained from 124 technical research teams.

Findings

Logistic regressions support the hypothesis, showing an inverse U-shaped relationship between TMS and team innovation, measured by patents received.

Research limitations/implications

The average within team response rate was relatively low, and the findings are driven by a limited number of teams with patents.

Practical implications

The findings suggest that research teams with moderate levels of TMS are the most effective in terms of patents received.

Originality/value

To the best of the authors’ knowledge, this is the first empirical study to link TMS to team innovation and to test the potential counterproductive effects of TMS on team innovation.

Citation

Peltokorpi, V. and Hasu, M. (2014), "Transactive memory systems and team innovation: A curvilinear approach", Team Performance Management, Vol. 20 No. 5/6, pp. 262-272. https://doi.org/10.1108/TPM-04-2014-0031