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Article
Publication date: 1 February 2001

Youngjin Yoo and Prasert Kanawattanachai

In this study, we examine the developments of transactive memory systems and collective mind and their influence on performance in virtual teams. Although one of the…

Abstract

In this study, we examine the developments of transactive memory systems and collective mind and their influence on performance in virtual teams. Although one of the oft‐cited benefits of the virtual team is the ability of its members to contribute diverse knowledge and expertise, the question of how virtual team members can bring their respective knowledge and expertise to solve the problems they face has been largely ignored in the past research on virtual teams. Building on an emerging body of socio‐cognitive literature, we argue that transactive memory systems and the collective mind are two important variables that explain team performance. We tested our hypotheses with a longitudinal data set that was collected from 38 virtual teams of graduate management students from six universities in four countries over eight weeks. The results suggest that the influence of team members' early communication volume on team performance decreases as teams develop transactive memory systems and a collective mind. The results further suggest that the development of a collective mind represents a high‐order learning in team settings.

Details

The International Journal of Organizational Analysis, vol. 9 no. 2
Type: Research Article
ISSN: 1055-3185

Book part
Publication date: 5 November 2021

Gwen M. Wittenbaum, Kay Yoon and Andrea B. Hollingshead

Groups typically are composed of members with different knowledge, information, and expertise. Group discussion provides the means by which members can communicate their…

Abstract

Groups typically are composed of members with different knowledge, information, and expertise. Group discussion provides the means by which members can communicate their unique knowledge to reach better group decisions, develop a shared system for remembering and retrieving knowledge, and establish their expertise through enacted performance. In this chapter, three streams of research are reviewed that explore knowledge communication in groups: Hidden profiles, transactive memory systems, and a performative view of expertise. Each of these three research streams complements and informs the other. Across these three research streams, 10 major research findings are identified. We offer three research directions that include integrating these research streams, examining knowledge communication in the context of emerging technology (e.g., artificial intelligence), and studying effects of knowledge diversity in conjunction with surface-level diversity (e.g., member race).

Details

The Emerald Handbook of Group and Team Communication Research
Type: Book
ISBN: 978-1-80043-501-8

Keywords

Article
Publication date: 1 January 2013

Rommel Robertson, Christine Gockel and Elisabeth Brauner

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

3946

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Employee Relations, vol. 35 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 14 February 2022

Shiji Lyndon, Ashish Pandey and Ajinkya Navare

Shared leadership literature has primarily focused on investigating its positive impact on performance. Thus, the existing understanding of the emergence of shared…

Abstract

Purpose

Shared leadership literature has primarily focused on investigating its positive impact on performance. Thus, the existing understanding of the emergence of shared leadership is limited. Also, there is a dearth of literature identifying the impact of shared leadership on affective outcomes. This study investigates the impact of transactive memory system and team mindfulness on shared leadership, and subsequently, the impact of shared leadership on team satisfaction through the mediating mechanism of thriving.

Design/methodology/approach

The study adopted a mixed-methods approach with sequential explanatory research design. Quantitative study was carried out with a sample of 40 teams. Data were collected at four different time points. Qualitative interviews with 10 teams were carried out to provide insights about the relationships which emerged from the quantitative study.

Findings

The study found support for the impact of transactive memory on shared leadership. However, contrary to our hypothesis, the study found that the interaction effect of transactive memory system and team mindfulness on shared leadership is such that team mindfulness has preventive impact on lack of transactive memory. The results indicate that shared leadership influences team satisfaction through the mediating mechanism of employee thriving.

Originality/value

The study examines under-explored antecedent and boundary condition of emergence of shared leadership, i.e. transactive memory system and team mindfulness. Also, the study makes a methodological contribution by examining the dynamics of shared leadership through both quantitative and qualitative approaches.

Details

Leadership & Organization Development Journal, vol. 43 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 14 July 2020

Diogo Cotta and Fabrizio Salvador

The purpose of this paper was to explore individual- and firm-level antecedents of the ability of a manufacturing firm's personnel to collaborate and integrate knowledge…

3068

Abstract

Purpose

The purpose of this paper was to explore individual- and firm-level antecedents of the ability of a manufacturing firm's personnel to collaborate and integrate knowledge for organizational resilience practices.

Design/methodology/approach

The authors apply hierarchical regression analysis to study a sample of 192 European industrial equipment manufacturers. Data for each firm are collected from surveys of two key informants in each firm, as well as from public sources.

Findings

Firms' personnel’s ability to integrate information and knowledge for organizational resilience practices was positively related with the extent of the head of manufacturing's network of personal contacts inside the firm. This effect was stronger in firms with more formalized job descriptions and clearly defined roles. The head of manufacturing's orientation to teamwork and cooperation impacted this ability only in firms that did not financially incentivize cooperation. The authors also found that cooperation incentives and role formalization directly relate to firms' personnel’s ability to integrate information and knowledge for organizational resilience practices.

Originality/value

The study proposes to study organizational resilience practices through a transactive memory systems lens. The study is also the first to link characteristics of individual managers to firm-level resilience practices by examining the antecedents of firms' ability to integrate information and knowledge to recover from operational disruptions. Furthermore, the study serves to enhance the knowledge of resilience practices by examining the role of firm-level antecedents and their interplay with characteristics of individual managers.

Details

International Journal of Operations & Production Management, vol. 40 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

Book part
Publication date: 9 August 2005

Janet Fulk, Peter Monge and Andrea B. Hollingshead

Dispersed multinational teams include people from multiple nations, some of whom are not collocated. In a knowledge economy, such teams must locate, store, allocate, and…

Abstract

Dispersed multinational teams include people from multiple nations, some of whom are not collocated. In a knowledge economy, such teams must locate, store, allocate, and retrieve knowledge. Three central questions are: (a) How can dispersed multinational teams manage knowledge resource flows? (b) What factors influence knowledge resource distribution in these teams? and (c) How do dispersed multinational teams evolve over time? This chapter examines knowledge resource sharing in multinational teams through three theoretical lenses: transactive memory theory, collective action theory, and evolutionary theory, and concludes with practical suggestions for managing dispersed multinational teams that are derived from these three theoretical lenses.

Details

Managing Multinational Teams: Global Perspectives
Type: Book
ISBN: 978-1-84950-349-5

Article
Publication date: 15 November 2011

Paul Jackson

Transactive memory systems (TMS) is a theory of group cognition which conceptualizes knowledge sharing and retrieval processes in groups by the use of a shared

1023

Abstract

Purpose

Transactive memory systems (TMS) is a theory of group cognition which conceptualizes knowledge sharing and retrieval processes in groups by the use of a shared “directory”. This paper aims to review and analyze the literature and outline a set of requirements for an information system to support and facilitate TMS processes.

Design/methodology/approach

The author analyzed all TMS research literature in the SCOPUS and PROQUEST databases, mapping relevant observations about TMS to a TMS process model. These findings were then translated into functional requirements for a TMS information system (TMS‐IS).

Findings

A reasonable integration of information management functions into the TMS process model is possible. However, it was also found that social software functions for social networking, self‐disclosure and conversation are a necessary component of such a TMS‐IS.

Practical implications

The specification provides a useful consolidation of the research literature and a reliable point from which to commence design of a TMS‐IS. It is expected that basing these requirements on the research into social cognition will improve the functional fit of a TMS‐IS to group behavior and performance.

Originality/value

Although TMS is a cognitive theory based on knowledge sharing, there has been no analysis until now of the research literature specifically in order to derive specifications for a supporting software system.

Article
Publication date: 14 October 2020

Gert Human

This paper aims to construct an argument in support of the idea that absorptive capacity may lead to improved transactive memory conditional to the effectiveness of…

Abstract

Purpose

This paper aims to construct an argument in support of the idea that absorptive capacity may lead to improved transactive memory conditional to the effectiveness of knowledge transfer between team members.

Design/methodology/approach

The study reports on the results of data collected from 10 knowledge worker teams in a business-to-business context across various industries. The study tests a theoretical model to consider the relationship between the dimensions of absorptive capacity, knowledge transfer effectiveness and transactive memory systems.

Findings

At the individual level, the results suggest that knowledge acquisition and assimilation is associated with higher levels of knowledge transfer while unstructured knowledge transfer is associated with specialisation, credibility and coordination that drives transactive memory.

Originality/value

The results suggest that an alternative conceptualisation of the relationship between absorptive capacity, knowledge transfer effectiveness and transactive memory systems is indeed conceivable. This implies that transactive memory can benefit from increased absorptive capacity and enhanced knowledge transfer effectiveness and may point at an under-explored avenue of research.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 10
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 August 2004

Vesa Peltokorpi

Despite the increased importance for companies to control their intangible assets, little empirical research has been made on the linkages between single and distributed…

1456

Abstract

Despite the increased importance for companies to control their intangible assets, little empirical research has been made on the linkages between single and distributed cognition in organizations. In this paper, the transactive memory concept is extended and adapted to examine the antecedents and consequences of directory formation in the Nordic subsidiaries in Japan. Value congruence, psychological safety, organizational commitment, and interpersonal and electronic communication are proposed to have a positive impact on directories. The directories are proposed to have positive linkage with service capital. Regression analyses show that the most of the independent variables have a statistically significant relationship with directories. Further, interpersonal communication mediates the impact of value congruence and psychological safety to directories. Directories were also found to have a positive relationship with the service capital.

Details

Personnel Review, vol. 33 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 12 March 2018

Estelle Michinov and Jacques Juhel

The purpose of this study was to examine the mediating effect of transactive memory between team identification and two outcomes of team effectiveness (i.e. team member…

Abstract

Purpose

The purpose of this study was to examine the mediating effect of transactive memory between team identification and two outcomes of team effectiveness (i.e. team member satisfaction and team performance).

Design/methodology/approach

Data were obtained from a survey among 502 employees working in 53 teams, and analyzed by Multilevel Structural Equation Modeling.

Findings

Results showed that transactive memory partially mediated the relationship between team identification and team effectiveness at the individual level. Moreover, transactive memory, specifically the coordination component, fully mediated the relationship between team identification and team effectiveness at the team level.

Research limitations/implications

The study used a cross-sectional design for the questionnaire and no objective measure of team performance.

Practical implications

Managers who want to develop effective work teams may be advised to organize team-building activities to strengthen both affective and cognitive aspects.

Originality value

This is the first empirical study to examine the relationships between team identification, transactive memory and team effectiveness from a multilevel perspective.

Details

Team Performance Management: An International Journal, vol. 24 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

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