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The purpose of this paper is to examine, in two studies, whether trust in teammates and trust in management influenced transactive memory and how strongly transactive memory, in turn, influenced perceived team performance and job satisfaction.

Data were collected via questionnaires from two samples of employees (n₁=383 and n₂=40). Regression and mediational analyses were employed to test the hypotheses.

Trust in teammates predicted transactive memory and transactive memory, in turn, predicted perceived team performance and job satisfaction. Trust in management did not predict transactive memory, but it did predict job satisfaction.

Data are cross‐sectional and cannot establish cause‐effect‐relationships. Furthermore, objective performance measures could not be obtained due to the nature of the studies. Thus, future studies need to use longitudinal or experimental designs and objective performance measures.

Intangible factors such as trust can strengthen knowledge sharing and transactive memory systems. This, in turn, can positively impact job satisfaction and team performance. Managers and team leaders should pay more attention to building a climate of trust and participation, both within teams and between team members and supervisors/management.

Results of two studies show the differential effects of trust in teammates versus trust in management. For finishing a knowledge‐intensive task in a team, trust in teammates is more important than trust in management because trust influences transactive memory, which, in turn, leads to positive performance outcomes. However, for other organizational outcomes such as job satisfaction, trust in management can be as important as well.

This study aims to understand to what extent family firms engage in and understand the importance of cooperation whilst analysing the underlying barriers that may restrain cooperative engagement.

Considering the purpose of this study, a qualitative exploratory approach is adopted, using a multiple case study methodology, consisting of four cases. Thus, interviews were chosen as the source of data collection, as this allows proximity and involvement with those with power to engage in cooperation.

The results highlight that family business particularities seem to have an aggravating effect on the general barriers to cooperative engagement. Managerial characteristics such as risk aversion, concern about independence and emotional attachment to the business, along with a lack of qualified knowledge, seem to be the most salient obstacles.

Interfirm cooperation has become more vital for organizational success. However, empirical contributions regarding the barriers to engaging in cooperation, especially within a family business context, are limited. This study seeks to present theoretical barriers to engaging in interfirm cooperation and effectively link them within a family business context.

Being structured around the underlying challenges for interfirm cooperation, this paper contributes to advancing this specific research stream and presents practical contributions for managers for more effective implementation.

This paper aims to examine the impact of individual and group-level variables on knowledge exchange and identification in age diverse teams. From a diversity perspective, influences of age-related diversity perceptions and diversity beliefs (level 1) are compared with effects of objective age diversity (level 2). From a management perspective, the paper goes beyond age diversity and investigates the incremental effects of team and individual characteristics from a team learning perspective.

Questionnaire data of 516 team members and their supervisors in 73 organizational teams were analyzed in a multilevel approach.

Objective age diversity had a negative effect on knowledge exchange and identification. Beyond that, age-related diversity perceptions and positive diversity beliefs on the individual level predict the effect of objective diversity. Relativizing the impact of diversity, individual characteristics (knowing the team experts, clear understanding of goals) and team characteristics (team climate, time for knowledge exchange) explain the largest proportion of variance in the dependent variables underlining the importance of team learning variables.

Compared to objective diversity, subjective diversity perceptions and diversity beliefs are relevant predictors of processes and attitudes in heterogenic teams.

There are multiple leverages for management strategies beyond the mostly fixed age diversity in teams on the individual and group level.

This paper evaluates the cross-level interplay between objective diversity, perceived subjective diversity and diversity beliefs and revalues the impact of HR-management in age diverse teams.