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1 – 10 of 796Youngjin 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 oft‐cited…
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.
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 memory, in…
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.
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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 for…
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.
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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 leadership is…
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.
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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…
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.
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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…
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.
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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…
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.
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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.
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Top management team (TMT) serves as the critical designer of a firm’s business model, whose cognition exerts key influence on business model design (BMD). Drawing insights from…
Abstract
Purpose
Top management team (TMT) serves as the critical designer of a firm’s business model, whose cognition exerts key influence on business model design (BMD). Drawing insights from the managerial cognition and knowledge-based views, this paper aims to examine the effect of TMT transactive memory system on BMD and investigate how the relationship between TMT transactive memory system and BMD is contingent upon the firm’s strategic orientation.
Design/methodology/approach
Survey data collected from 210 Chinese firms was used to test the research hypotheses through multivariate regression analysis.
Findings
This paper reveals that TMT transactive memory system facilitates novelty- and efficiency-centered BMD. Furthermore, both differentiation orientation and cost leadership orientation can strengthen the effect of TMT transactive memory system on novelty-centered BMD; the impact of TMT transactive memory system on efficiency-centered BMD is weakened by differentiation orientation but strengthened by cost leadership orientation.
Originality/value
This paper adds to the business model literature by unraveling the effect of TMT transactive memory system on BMD, which not only enriches the internal cognitive antecedents of BMD but also provides an in-depth understanding of how TMTs can use their knowledge structure to proactively design a certain business model. Moreover, this paper also offers insights into how TMTs can better use transactive memory system to design business models according to the specific strategic orientation.
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Natalia Martin Cruz, Victor Martin Perez and Yolanda Fernandez Ramos
The objective of this paper is to evaluate dynamically those transactive memory processes that help to improve team results. Thus, the paper analyzes the processes by which…
Abstract
Purpose
The objective of this paper is to evaluate dynamically those transactive memory processes that help to improve team results. Thus, the paper analyzes the processes by which transactive memory systems are created and we evaluate their effect on team results.
Design/methodology/approach
To reach this objective, a quasi‐experiment was conducted with 167 students from the School of Business in a Spanish University during 2004‐2005. This experiment consisted of a business game where students had to make decisions in 44 teams.
Findings
Transactive memory can help to understand differences in team results.
Research limitations/implications
The limitations of our analysis are related to the short period of the quasi‐experiment.
Originality/value
For courses which involve team learning, teachers would promote some specific practices and ways to work.
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