Can you help me? Using others to offload cognition

One of the most ancient and widely used forms of cognitive offloading is the outsourcing of cognitive operations onto other humans. Here, we explore whether humans preferentially seek out and use information from more competent compared with less competent others in an ongoing cognitive task. Participants (N = 120) completed a novel computerised visuospatial working memory task where each trial required them to remember either one, five, or ten target locations and recall them after a brief delay. Next, participants watched two virtual people compete in a distinct memory game, where one performed relatively well, demonstrating a stronger memory, and the other performed relatively poorly, demonstrating a weaker memory. Finally, participants completed the initial memory task again, but this time, either the strong-memory person or the weak-memory person was available to help with recall on each trial. Our results showed that, through observation and without direct instruction, participants acquired beliefs about the virtual people's cognitive proficiencies and could readily draw upon these beliefs to inform offloading decisions. Participants were typically more likely to ask for help from the strong-memory person, and this tendency was independent from other factors known to drive cognitive offloading more generally, like task difficulty, unaided cognitive ability, and metacognitive confidence.

Team-based care of the thoracic surgical patient

PURPOSE OF REVIEW

Although team-based care has been shown in many sectors to improve outcomes, very little work has been done with the thoracic surgical patient. This review article focuses on this and, extrapolating from other closely related surgical fields, teamwork in thoracic surgery will be reviewed for outcome efficacy and substance.

RECENT FINDINGS

The optimal team has been shown to display behaviors that allow them to model future needs, predict disaster, be adaptable to change, and promote team cohesiveness all with a positive effect on perioperative outcome. The suboptimal team will have transactional leadership, poor communication, ineffective conflict resolution, and hold rigid beliefs about other team members.

SUMMARY

To improve outcome, the thoracic surgical team, centered on the anesthesiologist and surgeon, will display the 'Big 5' attributes of highly effective teams. There are attributes of poor teams, which the dyad should avoid in order to increase the team's function and thus outcome.

Examining the fluidity of innovation teams: a conceptual framework

As innovative endeavors have become more complex and time-intensive, there has become an increasing reliance on expert teams in organizations. Expert innovation teams are comprised of team members with extensive experience and mastery in a particular discipline. These teams utilize fluid membership that expands the available knowledge of the team but creates challenges for effective teamwork. We argue that the mechanism for creating an enduring impact and developing a product to fruition requires the cognitive and social integration of fluid team members. This article focuses on how teams effectively integrate knowledge with diverse, and possibly fluid, team members and how teams can organize knowledge through planning and reflection to implement the idea successfully. Knowledge integration and team reflexivity are considered in tandem to emphasize the multi-faceted nature of generating and implementing innovative solutions and the conflicting teamwork processes that hinder innovative efforts. To understand how these competing teamwork processes required for successful innovation interact, we developed a framework that considers resilience as the factor that elicits team creative performance. In doing so, we discuss how innovation teams build resilience over time and how creative failure can lead to greater levels of innovation.

What can we learn from COVID-19?: examining the resilience of primary care teams

Introduction

The COVID-19 pandemic continues to place an unprecedented strain on the US healthcare system, and primary care is no exception. Primary care services have shifted toward a team-based approach for delivering care in the last decade. COVID-19 placed extraordinary stress on primary care teams at the forefront of the pandemic response efforts. The current work applies the science of effective teams to examine the impact of COVID-19-a crisis or adverse event-on primary care team resilience.

Methods

Little empirical research has been done testing the theory of team resilience during an extremely adverse crisis event in an applied team setting. Therefore, we conducted an archival study by using large-scale national data from the Veterans Health Administration to understand the characteristics and performance of 7,023 Patient Aligned Care Teams (PACTs) during COVID-19.

Results

Our study found that primary care teams maintained performance in the presence of adversity, indicating possible team resilience. Further, team coordination positively predicted team performance (B = 0.53) regardless of the level of adversity a team was experiencing.

Discussion

These findings in turn attest to the need to preserve team coordination in the presence of adversity. Results carry implications for creating opportunities for teams to learn and adjust to an adverse event to maintain performance and optimize team-member well-being. Teamwork can act as a protective factor against high levels of workload, burnout, and turnover, and should be studied further for its role in promoting team resilience.

Association Between Familiarity of the Surgeon-Anesthesiologist Dyad and Postoperative Patient Outcomes for Complex Gastrointestinal Cancer Surgery

Importance

The surgeon-anesthesiologist teamwork and relationship is crucial to good patient outcomes. Familiarity among work team members is associated with enhanced success in multiple fields but rarely studied in the operating room.

Objective

To examine the association between surgeon-anesthesiologist dyad familiarity-as the number of times working together-with short-term postoperative outcomes for complex gastrointestinal cancer surgery.

Design, Setting, and Participants

This population-based retrospective cohort study based in Ontario, Canada, included adults undergoing esophagectomy, pancreatectomy, and hepatectomy for cancer from 2007 through 2018. The data were analyzed January 1, 2007, through December 21, 2018.

Exposures

Dyad familiarity captured as the annual volume of procedures of interest done by the surgeon-anesthesiologist dyad in the 4 years before the index surgery.

Main Outcomes and Measures

Ninety-day major morbidity (any Clavien-Dindo grade 3 to 5). The association between exposure and outcome was examined using multivariable logistic regression.

Results

Seven thousand eight hundred ninety-three patients with a median age of 65 years (66.3% men) were included. They were cared for by 737 anesthesiologists and 163 surgeons who were also included. The median surgeon-anesthesiologist dyad volume was 1 (range, 0-12.2) procedures per year. Ninety-day major morbidity occurred in 43.0% of patients. There was a linear association between dyad volume and 90-day major morbidity. After adjustment, the annual dyad volume was independently associated with lower odds of 90-day major morbidity, with an odds ratio of 0.95 (95% CI, 0.92-0.98; P = .01) for each incremental procedure per year, per dyad. The results did not change when examining 30-day major morbidity.

Conclusions and Relevance

Among adults undergoing complex gastrointestinal cancer surgery, increasing familiarity of the surgeon-anesthesiologist dyad was associated with improved short-term patient outcomes. For each additional time that a unique surgeon-anesthesiologist dyad worked together, the odds of 90-day major morbidity decreased by 5%. These findings support organizing perioperative care to increase the familiarity of surgeon-anesthesiologist dyads.

Learning acquisition of consistent leader-follower relationships depends on implicit haptic interactions

Are leaders made or born? Leader-follower roles have been well characterized in social science, but they remain somewhat obscure in sensory-motor coordination. Furthermore, it is unknown how and why leader-follower relationships are acquired, including innate versus acquired controversies. We developed a novel asymmetrical coordination task in which two participants (dyad) need to collaborate in transporting a simulated beam while maintaining its horizontal attitude. This experimental paradigm was implemented by twin robotic manipulanda, simulated beam dynamics, haptic interactions, and a projection screen. Clear leader-follower relationships were learned only when strong haptic feedback was introduced. This phenomenon occurred despite participants not being informed that they were interacting with each other and the large number of equally-valid alternative dyadic coordination strategies. We demonstrate the emergence of consistent leader-follower relationships in sensory-motor coordination, and further show that haptic interaction is essential for dyadic co-adaptation. These results provide insights into neural mechanisms responsible for the formation of leader-follower relationships in our society.

Team idiosyncratic deals and team breakthrough innovation: Based on the perspective of input-process-output model

Purpose

As a new human resource management practice, idiosyncratic deals are personalized employment arrangements negotiated between employees and employers and intended to benefit them both. It plays an important role in attracting, retaining and motivating employees to promote breakthrough innovation. Based on the input-process-output (I-P-O) model, this paper examines the relationship between team idiosyncratic deals and team breakthrough innovation, the mediating role of team exploratory-exploitative knowledge sharing, and the moderating roles of team transactive memory systems and team cognitive flexibility.

Participants and methods

In order to reduce the effects of common method biases and causal lag effect, this study is divided into three stages for data collection, with a time interval of 1 month. Eighty teams (406 employees) from six enterprises in Shanghai and Hangzhou were selected as samples, and the hypothesis test was carried out by hierarchical regression analysis, bootstrap, and Johnson-Neyman method.

Results

The results show that higher team idiosyncratic deals are associated with higher team breakthrough innovation through higher team exploratory-exploitative knowledge sharing, and that team transactive memory systems and team cognitive flexibility positively moderate the mediating effect of team exploratory-exploitative knowledge sharing in the relationship between team idiosyncratic deals and team breakthrough innovation in the first stage and the second stage, respectively. Under the joint effect of high team transactive memory systems and high team cognitive flexibility, the mediating effect of team exploratory-exploitative knowledge sharing is stronger.

Conclusion

The research results break through the previous research framework of social exchange theory, and I-P-O model to explore the influence mechanism of team idiosyncratic deals, in order to promote the sustainable growth of team breakthrough innovation through this non-standard work arrangement. It is hoped that this research can inspire modern enterprises to create team idiosyncratic deals for valuable teams engaged in breakthrough innovation, which are more conducive to give full play to their heterogeneous talents, and finally help enterprises break through the industry bottleneck and win the market competition.

Multiteam Systems in Long Duration Exploration Missions: A Qualitative Analysis of Key Characteristics and Challenges

Given the unprecedented environment of long duration space exploration (LDSE), success simply cannot occur without the coordinated efforts of multiple teams, both in flight and on the ground. These multiteam systems (MTSs) are needed to achieve the complex and dynamic tasks of spaceflight missions that will be longer and more uncertain than any previously experienced. Accordingly, research is limited in terms of how to best coordinate these teams and their dynamics—and in particular, how to best prepare LDSE teams to work across time and space effectively. To begin to address these critical questions systematically, qualitative data was extracted from a series of ten interviews with experts in spaceflight and long duration analog environments. Using thematic analysis techniques, we identified several consistent themes for affective, behavioral, and cognitive elements of teamwork occurring within and between teams. We examine each of these in detail, to identify the dynamics of what is currently known and where research needs to go to provide guidance for spaceflight organizations as well as others attempting to successfully implement MTSs in novel, complex environments.

Enhancing Organizational Memory Through Virtual Memoryscapes: Does It Work?

Enhancing cognitive memory through virtual reality represents an issue, that has never been investigated in organizational settings. Here, we compared a virtual memoryscape (treatment) – an immersive virtual environment used by subjects as a shared memory tool based on spatial navigation – with respect to the traditional individual-specific mnemonic tool based on the “method of loci” (control). A memory task characterized by high ecological validity was administered to 82 subjects employed by large banking group. Memory recall was measured, for both groups, immediately after the task (Phase 1) and one week later (Phase 2). Results show that (i) in Phase 1, the method of loci was more efficient in terms of recalling information than the to the virtual memoryscape; (ii) in Phase 2, there was no difference. Compared to the method of loci, the virtual memoryscape presents the advantages – relevant for organizations – of being collective, controllable, dynamic, and non-manipulable.

Pretesting can be beneficial even when using the internet to answer questions

Research on the pretesting effect has shown that attempting to retrieve or generate information, even when unsuccessful, can potentiate the subsequent learning and remembering of that information. In the current research, we tested the hypothesis that when information can be accessed online, people may be less likely to retrieve or generate information on their own, thus making them less likely to benefit from the pretesting effect. The results of two experiments failed to provide support for this hypothesis. Participants remembered pretested information better than non-pretested information regardless of whether they were required to attempt to retrieve answers from memory or search for the answers using Google. The results suggest that the benefits of pretesting can be observed even when people rely on the internet to answer the questions they encounter.

Inspiring Creativity in Teams: Perspectives of Transactive Memory Systems

Team psychological safety — a non-threatening and safe climate — allows team members to express and share each other's opinions freely, and this sharing may produce more useful perspectives to induce team creativity. In a psychologically safe climate, transactive memory systems (TMSs) may be constructed for describing the specialised division of cognitive labour for solving information problems and thereby enabling team members to quickly gain and use knowledge across domains. As a consequence, further ideas may be generated within teams, increasing team creativity. Our research model is assessed using data from a sample of 110 team members from 40 research and development (R&D) teams in a leading technology company in Taiwan and analysed using the partial least squares method. The results of this study reveal that: (1) team psychological safety did not directly affect team creativity, (2) team psychological safety affects TMSs, (3) TMSs affect team creativity, and (4) TMSs fully mediate the relationship between team psychological safety and team creativity. This study also discusses the implications for team creativity.

Exploring the team dynamic learning process in software process tailoring performance

Purpose

Software process tailoring (SPT) is a knowledge- and learning-intensive activity in which a software project team customizes its software development processes to accommodate project particularities. Because SPT critically influences how a project is conducted, SPT performance should be investigated, but the extant literature lacks investigations into how team knowledge mechanisms and team environments contribute to SPT performance. To fill this gap, this study looks into a team's absorptive capacity (AC) and combines a transactive memory system (TMS) and team climate inventory (TCI) to develop a theoretical research model to facilitate the understanding of SPT performance.

Design/methodology/approach

This paper is a conceptual study that uses the propositional methodology with a focused review of existing literature pertaining to SPT, AC, TMS and TCI to develop a theoretical model to foster SPT performance. Because this study is conceptually established, further empirical research and studies are also suggested.

Findings

The proposed model provides guidance for firms conducting SPT. It also contributes to future research aiming to empirically understand the mechanisms behind the identified team-based knowledge and environmental enablers in the dynamic team learning process that lead to superior SPT performance.

Originality/value

The proposed model provides a fresh look at the dynamic capabilities theory in SPT and innovatively identifies a team's dynamic learning process to show how a team can conduct effective SPT through AC and facilitated by TMS. Environmental climates characterized by vision, participative safety, task orientation and support for innovation act as positive moderators in promoting the team dynamic learning process.

Communication and Group Cognitive Complexity

This study explores the effects of group size, group composition, and group argument frequency on group cognitive complexity (GCC). We evaluated a sample of 509 students organized into 106 groups who participated in a group cognitive mapping activity. As hypothesized, we found that group argumentation has an inverted U-shaped association with GCC. Group member familiarity did not moderate this relationship. We also found that task-related arguments mediate the relationships between group size and gender diversity on one hand, and GCC, on the other. Moreover, we found that optimal group-level cognitive benefits were observed in group discussions in which the ratio between task-related and nontask-related group arguments was 3 to 1. The discussion focuses on the practical and theoretical implications of these findings.

Cultural Diversity in Couples and Collective Performance: Using a Culture-Based Memory Game to Measure Transactive Memory

Transactive memory refers to the way people in close relationships use each other's memories as extensions of their own to improve their collaborative performance. Although pioneer research has been conducted among close couples, no studies have examined the effects of the cultural composition of couples on transactive memory. The goal of this study was to extend research about the positive impact of cultural diversity on team performance to mixed- (French-Moroccan) and same-culture couples (French-French, Moroccan-Moroccan). Thirty heterosexual couples aged from 22 to 55 years (M = 42.25 years and SD = 8.15) performed a culture-based memory game with cards depicting French and Moroccan culture. The order in which the pairs of cards was found is thought to reflect the efficiency of transactive memory. Results revealed that collective performance was better in mixed French-Moroccan couples than in same-culture couples but only for the French culture cards. These findings suggest that cultural diversity in couples has an impact on transactive memory and should be taken into consideration.

Within- and Between-Team Coordination via Transactive Memory Systems and Boundary Spanning

In this article, we suggest that the transactive memory system (TMS) and boundary-spanning literatures are useful for understanding how individuals in team-based collectives can be structured to improve within- and between-team coordination. We argue that such coordination can be facilitated—or thwarted—by boundary-spanning behaviors and patterns of knowledge exchange within and between teams. Our theorizing explains how an existing team TMS can offset the within-team coordination burdens typically associated with boundary spanning and we offer predictions about how these factors interrelate to affect TMS and coordination over time. Finally, our theory underscores significant implications and provides insights for how management practices might improve coordination within and between teams.

Advice-seeking during implementation: a network study of clinicians participating in a learning collaborative

BACKGROUND

Successful implementation depends on the transfer of knowledge and expertise among clinicians, which can occur when professionals seek advice from one another. This study examines advice-seeking patterns among mental health clinicians participating in learning collaboratives (a multi-component implementation and quality improvement strategy) to implement trauma-focused cognitive behavioral therapy (TF-CBT). We apply transactive memory system theory, which explains how professionals access and retrieve knowledge, to examine factors associated with the evolution of advice-seeking relationships during implementation. Our aim is to unpack learning collaboratives' mechanisms by investigating how and why advice-seeking networks change, which may help us understand how implementation strategies can best target networks.

METHODS

Using social network analysis and a pretest-post-test design, we examined patterns in general and treatment-specific advice-seeking among 146 participants (including five clinical experts) from 27 agencies participating in a regional scale-up of TF-CBT. Surveys were administered in-person at the first and last of three in-person learning sessions (10 months apart) that comprise a core component of learning collaboratives. Participants nominated up to five individuals from whom they seek general and treatment-specific advice. Exponential random graph models (ERGMs) tested the likelihood of maintaining or forming advice-seeking relationships based on indicators of expertise quality, accessibility, need, and prior advice-seeking relationships.

RESULTS

Participants formed or maintained advice-seeking relationships with those who possess perceived expertise (e.g., learning collaborative faculty experts, supervisors, and those with greater field experience than themselves). Participants also tended to seek advice from those within the same organization and with similar disciplinary training, highlighting the importance of expertise accessibility. Prior relationships and network structural features were associated with advice-seeking, indicating that participants built on existing social ties. Advice-seeking did not vary based on participants' role or experience.

CONCLUSIONS

Given the importance of accessible clinical expertise and ongoing supervision for delivering treatment with fidelity, learning collaboratives may support implementation by promoting clinicians' awareness of and access to others' expertise, especially those with substantial expertise to share (e.g., faculty experts and supervisors). Future controlled studies are needed to verify the effectiveness of learning collaboratives for building networks that connect clinicians and experts and for improving implementation.

Getting with the times: a narrative review of the literature on group decision making in virtual environments and implications for promotions committees

INTRODUCTION

Concerns around the time and administrative burden of trainee promotion processes have been reported, making virtual meetings an attractive option for promotions committees in undergraduate and postgraduate medicine. However, whether such meetings can uphold the integrity of decision-making processes has yet to be explored. This narrative review aimed to summarize the literature on decision making in virtual teams, discuss ways to improve the effectiveness of virtual teams, and explore their implications for practice.

METHODS

In August 2017, the Web of Science platform was searched with the terms 'decision making' AND 'virtual teams' for articles published within the last 20 years. The search yielded 336 articles, which was narrowed down to a final set of 188 articles. A subset of these, subjectively deemed to be of high-quality and relevant to the work of promotions committees, was included in this review.

RESULTS

Virtual team functioning was explored with respect to team composition and development, idea generation and selection, group memory, and communication. While virtual teams were found to potentially offer a number of key benefits over face-to-face meetings including convenience and scheduling flexibility, inclusion of members at remote sites, and enhanced idea generation and external storage, these benefits must be carefully weighed against potential challenges involving planning and coordination, integration of perspectives, and relational conflict among members, all of which can potentially reduce decision-making quality.

DISCUSSION

Avenues to address these issues and maximize the outcomes of virtual promotions meetings are offered in light of the evidence.

Availability of primary care team members can improve teamwork and readiness for change

BACKGROUND

Early experiences of patient-centered medical home implementation indicate that redesigning primary care is an intensive organizational change that is most effectively undertaken by high-functioning interdisciplinary teams. Team effectiveness research indicates that consistent availability of team members and other aspects of team structure can impact teamwork and organizational outcomes.

METHODS

We conducted a survey of 766 adult primary care providers and staff in 34 California safety net practices to assess primary care team structure (team size, team member availability, and access to interdisciplinary expertise), teamwork, and readiness for change. We used path models with robust standard errors for clustering of respondents within practices to examine relationships between team member availability and readiness for change. Using path analysis, we examined the extent to which better teamwork mediated relationships between team member availability and readiness for change.

RESULTS

We received 628 completed surveys (response rate = 82%). Greater team member availability was associated with greater readiness for change, but the relationship was stronger for staff than for primary care providers. Contrary to our hypothesis, path analyses revealed that the relationship of team member availability and greater readiness for change was only partially mediated (21%) by better teamwork. The direct effect of teamwork on readiness for change is approximately 2.9 times larger than the direct effect of team member availability on greater readiness for change.

CONCLUSIONS

Ensuring that members perceive that their teammates are routinely available to them may improve readiness for implementing organizational changes like adopting patient-centered medical home models. Given that better teamwork only partially explained the availability-readiness relationship, additional research to identify the mechanisms through which consistent team member availability increases change readiness could lend insight into how to more effectively support clinicians and staff undergoing complex organizational changes.

Exploring the antecedents and consequences of the transactive memory system: an empirical analysis

Purpose

This study aims to explore the influence of social interaction processes on transactive memory system (TMS) practice, the mediation of knowledge integration to the relationship between TMS and team performance and the moderation of team psychological safety to the relationship among TMS, knowledge intentions and team performance.

Design/methodology/approach

The authors collected data from a sample of 366 team members from 55 research and development (R&D) teams in Taiwan and conduct the analysis using the partial least squares method.

Findings

The results of this study indicate that social interaction processes have a positive effect on a TMS; a TMS can foster team performance, but knowledge integration mediates the relationship between the TMS and team performance; and team psychological safety can moderate the relationship between the TMS, knowledge integration and team performance.

Originality/value

Existing studies not only fail to explore the influence of social interaction processes on a TMS practice but also lack empirical analyses to explore knowledge integration as a mediator and team psychological safety as a moderator. This study fills that gap by developing a model that includes these types of relationships and suggests the importance of the TMS in the context of R&D.

The cognitive underpinnings of effective teamwork: a continuation

Purpose

Team cognition is known to be an important predictor of team process and performance. DeChurch and Mesmer-Magnus (2010) reported the results of an extensive meta-analytic examination into the role of team cognition in team process and performance, and documented the unique contribution of team cognition to these outcomes while controlling for the motivational dynamics of the team. Research on team cognition has exploded since the publication of DeChurch and Mesmer-Magnus’ meta-analysis, which raises the question: to what extent do the effect sizes reported in their 2010 meta-analysis still hold with the inclusion of newly published research? The paper aims to discuss this issue.

Design/methodology/approach

The authors updated DeChurch and Mesmer-Magnus’ meta-analytic database with newly published studies, nearly doubling its size, and reran their original analyses examining the role of team cognition in team process and performance.

Findings

Overall, results show consistent effects for team cognition in team process and performance. However, whereas originally compilational cognition was more strongly related to both team process and team performance than was compositional cognition, in the updated database, compilational cognition is more strongly related to team process and compositional cognition is more strongly related to team performance.

Originality/value

Meta-analyses are only as generalizable as the databases they are comprised of. Periodic updates are necessary to incorporate newly published studies and confirm that prior findings still hold. This study confirms that the findings of DeChurch and Mesmer-Magnus’ (2010) team cognition meta-analysis continue to generalize to today’s teams.

Development and Validation of a Self-reported Questionnaire for Measuring Internet Search Dependence

Internet search has become the most common way that people deal with issues and problems in everyday life. The wide use of Internet search has largely changed the way people search for and store information. There is a growing interest in the impact of Internet search on users' affect, cognition, and behavior. Thus, it is essential to develop a tool to measure the changes in psychological characteristics as a result of long-term use of Internet search. The aim of this study is to develop a Questionnaire on Internet Search Dependence (QISD) and test its reliability and validity. We first proposed a preliminary structure and items of the QISD based on literature review, supplemental investigations, and interviews. And then, we assessed the psychometric properties and explored the factor structure of the initial version via exploratory factor analysis (EFA). The EFA results indicated that four dimensions of the QISD were very reliable, i.e., habitual use of Internet search, withdrawal reaction, Internet search trust, and external storage under Internet search. Finally, we tested the factor solution obtained from EFA through confirmatory factor analysis (CFA). The results of CFA confirmed that the four dimensions model fits the data well. In all, this study suggests that the 12-item QISD is of high reliability and validity and can serve as a preliminary tool to measure the features of Internet search dependence.

Cognitive Offloading

If you have ever tilted your head to perceive a rotated image, or programmed a smartphone to remind you of an upcoming appointment, you have engaged in cognitive offloading: the use of physical action to alter the information processing requirements of a task so as to reduce cognitive demand. Despite the ubiquity of this type of behavior, it has only recently become the target of systematic investigation in and of itself. We review research from several domains that focuses on two main questions: (i) what mechanisms trigger cognitive offloading, and (ii) what are the cognitive consequences of this behavior? We offer a novel metacognitive framework that integrates results from diverse domains and suggests avenues for future research.

When Accuracy Isn’t Everything

Information elaboration is the mechanism through which diverse group members share unique knowledge and perspectives to form better and more creative responses to tasks. However, little is known about the conditions under which group members will be willing and motivated to engage in information elaboration. This article presents a field study conducted in an energy company to investigate that issue. Regression analysis of survey responses suggests that group members who have deep, underlying differences in perspective from the group engage in less information elaboration, particularly if they perceive themselves as similar to the group. Recognizing deep-level differences is helpful, however, when an individual also differs from the group in surface-level characteristics, because those differences improve information elaboration. This finding suggests that surface-level diversity prompts group members to understand and appreciate their deep-level differences.

Transactive memory systems and team innovation

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.

Transactive Memory System Coordination Mechanisms in Organizations

This article integrates the organizational coordination and transactive memory system (TMS) literatures and provides an empirical study on organizational TMS coordination mechanisms. The study findings, based on 60 interviews in a Japanese manufacturing company, show that organization design (team-based structure, small unit size), human resource management (HRM) practices (recruitment and selection, training, promotion, and reward systems and performance evaluations), and relational interactions (roles, routines) coordinate organizational TMSs. Organization design and HRM practices as more formal coordination mechanisms also support and provide continuity to relational interactions. Contributing to the organizational TMS literature in which employees are described to form TMSs through informal, face-to-face interactions, the findings provide evidence of formal and informal coordination mechanisms and suggest that team-based structures without reinforcing vertical mechanisms are insufficient to coordinate organizational TMSs.

Developing Transactive Memory Systems

Transactive memory system (TMS) theory explains how expertise is recognized and coordinated in teams. Extending current TMS research from a group information-processing perspective, our article presents a theoretical model that considers TMS development from a social identity perspective. We discuss how two features of communication (quantity and quality) important to TMS development are linked to TMS through the group identification mechanism of a shared common team identity. Informed by social identity theory, we also differentiate between intragroup and intergroup contexts and outline how, in multidisciplinary teams, professional identification and perceived equality of status among professional subgroups have a role to play in TMS development. We provide a theoretical discussion of future research directions aimed at testing and extending our model.

How Expectancy Motivation Influences Information Exchange in Small Groups

Groups rarely use the unique knowledge of their members when making decisions, focusing instead on knowledge that members have in common. This tendency to neglect the expertise of group members severely limits the effectiveness of group decision making. Previously, this problem has been addressed by showing that groups will pool task-relevant information and make effective decisions if members have knowledge of each other’s expertise. However, these studies are generally limited because they disregard why people use each other’s expertise once they are aware of it. The current study uses expectancy theory to investigate this issue and to link motivation to information exchange in groups. Results of a hidden profile study involving 40 groups indicated that expectancy motivation drives groups to use expertise awareness, exchange more unique information, and thus solve a hidden profile problem correctly.

Team knowledge research: emerging trends and critical needs

OBJECTIVE

This article provides a systematic review of the team knowledge literature and guidance for further research.

BACKGROUND

Recent research has called attention to the need for the improved study and understanding of team knowledge. Team knowledge refers to the higher level knowledge structures that emerge from the interactions of individual team members.

METHOD

We conducted a systematic review of the team knowledge literature, focusing on empirical work that involves the measurement of team knowledge constructs. For each study, we extracted author degree area, study design type, study setting, participant type, task type, construct type, elicitation method, aggregation method, measurement timeline, and criterion domain.

RESULTS

Our analyses demonstrate that many of the methodological characteristics of team knowledge research can be linked back to the academic training of the primary author and that there are considerable gaps in our knowledge with regard to the relationships between team knowledge constructs, the mediating mechanisms between team knowledge and performance, and relationships with criteria outside of team performance, among others. We also identify categories of team knowledge not yet examined based on an organizing framework derived from a synthesis of the literature.

CONCLUSION

There are clear opportunities for expansion in the study of team knowledge; the science of team knowledge would benefit from a more holistic theoretical approach.

APPLICATION

Human factors researchers are increasingly involved in the study of teams. This review and the resulting organizing framework provide researchers with a summary of team knowledge research over the past 10 years and directions for improving further research.

Organizational Transactive Memory Systems

The transactive memory system (TMS) concept has been extended from dyads and groups to organizations. While organizational TMS literature helps to understand how employees locate and utilize information based on their awareness of “who knows what” and “who knows who,” conceptual development is beneficial because TMS has been extended to organizations without clear definitions and levels-of-analysis rationale. Drawing from the social psychology and network literature, this paper identifies several aspects requiring further conceptual attention, and defines organizational TMS as overlapping networks of interdependent work groups that use each other as external cognitive aids to accomplish shared tasks. Suggestions for managing and measuring organizational TMS are provided.

An Integrative Model of the Role of Trust in Transactive Memory Development

This article extends transactive memory (TM) theory as it is currently conceptualized. We propose a new integrative model of the relationship between transactive memory system (TMS) development and trust. By using the TM encoding cycle, the model proposes that trust acts as an antecedent of TMSs and that wider perceptions of team members’ trustworthiness (benevolence and integrity) also affect the development and maintenance of effective TMSs in teams. Our conceptualization considers the effect of trust on both the knowledge structure and the transactive processes involved in TMSs. From our analysis, we provide a number of propositions and hypotheses relating to different stages of TMS development to be pursued by future research. Finally, we consider the managerial implications of our model.

Google effects on memory: cognitive consequences of having information at our fingertips

The advent of the Internet, with sophisticated algorithmic search engines, has made accessing information as easy as lifting a finger. No longer do we have to make costly efforts to find the things we want. We can "Google" the old classmate, find articles online, or look up the actor who was on the tip of our tongue. The results of four studies suggest that when faced with difficult questions, people are primed to think about computers and that when people expect to have future access to information, they have lower rates of recall of the information itself and enhanced recall instead for where to access it. The Internet has become a primary form of external or transactive memory, where information is stored collectively outside ourselves.