DEVELOPMENTS OF TRANSACTIVE MEMORY SYSTEMS AND COLLECTIVE MIND IN VIRTUAL TEAMS

Exploring the transactive relationships of influence factors for online asynchronous learning transactive memory system

Transactive memory system (TMS) makes learning and transferring knowledge easy and efficient. This study has constructed a conceptual model of TMS to reveal the crucial factors influencing the formation of a TMS in online asynchronous learning to foster knowledge sharing and collaboration and enhance knowledge transfer effectiveness. The conceptual model of TMS is built upon theoretical foundations concerning the creation of TMS and the variables influencing them. The study has put forth a set of hypotheses to predict the expected effects of group factors, individual factors, task interdependence, the degree of intellectual silence, and knowledge management on the formation of TMS. In this study, a total of 229 questionnaire data were collected from undergraduate, master's, and doctoral students in Northeast China who had experience with an online asynchronous learning TMS. Structural equation modeling has been employed to identify the key indicators involved and their influence on the formation of TMS. The empirical study was carried out using statistical analysis of SPSS data, with the results indicating that each factor has varying impacts on knowledge management, ultimately affecting the formation of TMS. These findings provide a more nuanced understanding of how these factors shape online asynchronous learning environments.

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.

Space Exploration Illuminates the Next Frontier for Teams Research

Effective teamwork is beneficial for organizations on Earth, but is a sine qua non for teams venturing into outer space. The prospect of sending a team to Mars by the year 2030 invites organizational scientists to take stock of what we know and what we still need to know about teams. The team endeavoring to Mars will be multicultural and interdisciplinary, living and working in uncomfortable and dangerous conditions, and doing so in close collaboration with distant teams back on Earth. Tackling the teamwork challenges associated with a mission to Mars present an opportunity to rapidly accelerate the science of teams. In this conceptual review, we explore seven complexities of teams that are both important and understudied. Results of structured interviews with experts on human space exploration regarding the nature of teamwork in long-duration space exploration illuminate seven complexities, or key features of teams, in general, that serve as a catalyst for identifying, informing, and motivating future directions of inquiry about teams. These features, and the research they inspire, may enable organizations to build more effective teams on Earth and beyond.

How transactive memory systems relate to organizational innovation: the mediating role of developmental leadership

Purpose

The purpose of this paper is to explore the relationship between transactive memory systems and organizational innovation. Several recent studies have discussed the positive relationship between these two entities. Yet, very few studies have demonstrated how transactive memory systems are related to leadership and innovation. This study investigates this tripartite relationship, finding that developmental leadership exerts a mediating effect on the relationship between transactive memory systems and organizational innovation.

Design/methodology/approach

In examining this relationship, 224 participants from an electronics company in South Korea were surveyed. Structural equation modeling was used to enable the identification of simultaneous interactive relationships among the three research variables.

Findings

Contrary to previous research results, transactive memory systems were found not to be significantly related to organizational innovation. Results also indicated that transactive memory systems comprise a statistically significant variable that influences developmental leadership. Subsequently, developmental leadership can be considered to be a valid construct in predicting organizational innovation; it can also be seen to fully mediate the relationship between transactive memory systems and organizational innovation.

Originality/value

These results have theoretical and managerial implications. As transactive memory systems do not always precede organizational innovation, knowledge of “who knows what” is not enough to ensure innovative performances. To accelerate organizational innovation, intentional managerial interventions such as developmental leadership are accordingly necessary.

Interpersonal Congruence, Transactive Memory, and Feedback Processes: An Integrative Model of Group Learning

This article presents a multilevel model of group learning that focuses on antecedents and consequences of interpersonal congruence, transactive memory, and feedback processes. The model holds that members’ self-verification motives and situational conditions (e.g., member diversity and task demands) give rise to identity negotiation behaviors (i.e., self-disclosure and feedback sharing). The effects of identity negotiation on interpersonal congruence, the transactive memory system, and ongoing group processes are influenced by team process interventions such as team-level feedback and group facilitation. Situational changes may renew identity negotiation that, in turn, leads to changes in the transactive memory system. Directions for research and practice focus on the use of feedback to facilitate interpersonal congruence and transactive memory and increase goal achievement and continued group development.

Considering Diversity: Multivoicedness in International Academic Collaboration

International collaboration projects in academic work can be considered boundary-crossing projects with learning potential. Contrary to perceiving diversity as a barrier for understanding, we depart from dialogical arguments in perceiving ambiguity and diversity as continuous resources for meaning enrichment. Here, we report a study of an international academic project to gain more insight into how this resource is exploited. Using Bakhtin’s theory, negotiation processes are analysed and explained by distinguishing voices stemming from different socio-cultural backgrounds. Project members did not explore fully the voices being expressed in their negotiation processes and therefore did not come to face their differences. We conclude that diversity should neither be seen as an obstacle for understanding, nor be presupposed as a resource for meaning generation. Rather, diversity should be actively worked on by group members in collaboration, starting by perceiving each other as real ‘others’ and receiving arguments initially as not understood.

Operationalizing Heedful Interrelating: How Attending, Responding, and Feeling Comprise Coordinating and Predict Performance in Self-Managing Teams

Team coordination implies a system of individual behavioral contributions occurring within a network of interpersonal relationships to achieve a collective goal. Current research on coordination has emphasized its relational aspects, but has not adequately accounted for how team members also simultaneously manage individual behavioral contributions and represent the whole system of the team's work. In the current study, we develop theory and test how individuals manage all three aspects of coordinating through the three facets described in the theory of heedful interrelating. We operationalize the facet of contributing as distributing attention between self and others, subordinating as responsively communicating, and representing as feeling the system of the team's work as a cohesive whole. We then test the relationships among these facets and their influence on team performance in an experiment with 50 ad hoc triads of undergraduate student self-managing teams tasked with collectively composing a song in the lab. In analyzing thin-slices of video data of these teams' coordination, we found that teams with members displaying greater dispersion of attentional distribution and more responsive communicating experienced a stronger feeling of the team as a whole. Responsive communication also predicted team performance. Accounting for how the three aspects of coordinating are managed by individual team members provides a more critical understanding of heedful interrelating, and insight into emergent coordination processes.

Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan

R&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.

Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan

R&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.

A Conceptual Review of Emergent State Measurement

Team research increasingly incorporates emergent states as an integral mediator between team inputs and outcomes. In conjunction with this, we have witnessed a proliferation and fragmentation of measurement techniques associated with emergent states. This inconsistency in measurement presents a problem for scientists and practitioners alike. For the scientist, it becomes difficult to better understand the nature and effects of various emergent states on team processes and outcomes. For the practitioner, it complicates the process of measurement development, selection, and implementation. To address these issues, we review the literature on emergent states focusing on various measurement strategies, to better unpack best practices. In so doing, we highlight existing research that suggests innovative solutions to the conceptual, methodological, and logistical problems that consistently plague emergent state research. Our aim is to enhance emergent state theory by applying psychometric principles to the measurement techniques associated with them.

Virtual Teams Demystified

Virtual teams have been researched intensely in the last ten years and there is a growing body of literature on the topic. At this point, the authors need an integrative theory-driven framework through which they can conceptualize the notion of virtual teams and organize and make sense of prior research. This can help them better understand what drives virtual team dynamics and ultimately effectiveness and can guide future research on the topic. Drawing on models of team effectiveness and emergent processes and states, the authors developed a framework for understanding virtual team dynamics. They then use this framework to review and synthesize one hundred and twenty-one empirical studies of virtual teams published since 1990. The authors analyzed the direct and indirect antecedents of virtual team effectiveness and identify key gaps in both their knowledge of, and approach to studying, virtual teams. They outlined areas for future research and discuss, the implications for the authors’ paper for practice and for the study of virtual and traditional teams.

Leadership style and team processes as predictors of organisational learning

Purpose

This paper aims to explore the independent and interactive leadership style and team processes on organisational learning in an Indian context.

Design/methodology/approach

The methodology used is survey based. Primary data were collected from 36 Indian manufacturing sector executives and in total there were three teams (n=11, n=13 and n=12).

Findings

It was found that overall leadership style and transactional leadership had significant positive impact on organisational learning. Furthermore, team processes like cohesion and support and confrontation and problem solving were also found to be important predictors of organisational learning. The interactive effect of independent variables on dependent variable was also positive and significant.

Research limitations/implications

Discussions are performed and conclusions are drawn in the light of existing literature. The study bears implications for researchers to take on similar research in other contexts.

Practical implications

The study bears significant implications for executives working in manufacturing organisations. It is suggested that transactional leadership style should be employed to contribute towards organisational learning in such firms. Moreover, the use of team processes will also help in enhancing learning at the team and organisational levels.

Originality/value

This paper identifies two significant criterion variables to predict organisational learning. It is a pioneering effort to use team processes and leadership style together as predictors of organisational learning in Indian context.

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.

Temporal patterns of mental model convergence: implications for distributed teams interacting in electronic collaboration spaces

OBJECTIVE

Our objective is to capture temporal patterns in mental model convergence processes and differences in these patterns between distributed teams using an electronic collaboration space and face-to-face teams with no interface.

BACKGROUND

Distributed teams, as sociotechnical systems, collaborate via technology to work on their task. The way in which they process information to inform their mental models may be examined via team communication and may unfold differently than it does in face-to-face teams.

METHOD

We conducted our analysis on 32 three-member teams working on a planning task. Half of the teams worked as distributed teams in an electronic collaboration space, and the other half worked face-to-face without an interface.

RESULTS

Using event history analysis, we found temporal interdependencies among the initial convergence points of the multiple mental models we examined. Furthermore, the timing of mental model convergence and the onset of task work discussions were related to team performance. Differences existed in the temporal patterns of convergence and task work discussions across conditions.

CONCLUSION

Distributed teams interacting via an electronic interface and face-to-face teams with no interface converged on multiple mental models, but their communication patterns differed. In particular, distributed teams with an electronic interface required less overall communication, converged on all mental models later in their life cycles, and exhibited more linear cognitive processes than did face-to-face teams interacting verbally.

APPLICATION

Managers need unique strategies for facilitating communication and mental model convergence depending on teams' degrees of collocation and access to an interface, which in turn will enhance team performance.

Transactive Memory Systems

The literature on transactive memory (TM) continues to grow in several interrelated scholarly fields. Although this increased interest in TM systems has been beneficial, it has also led to a plurality and confusing interpretation of TM theory. To identify gaps and ambiguities in TM literature, this article provides a comprehensive overview of TM theory, distinguishes TM systems from related cognitive concepts, and reviews theory extensions and research in dyads, groups, and teams. Suggested areas for future research and theory extensions are face-to-face communication influencing TM systems, social interaction processes related to expert inferences, task context and levels of analysis, and extension of research to work teams.

Leadership Style and Team Processes in Self-Managed Teams

Team leadership merits continued attention because leaders have an impact on how the team develops and performs. In this article, team processes are explored within self-managed teams that develop different leadership styles. In particular, two leadership styles are compared: shared leadership and single leadership. The results of the study suggest that teams with shared leadership have motivational and cognitive advantages over teams that took the traditional approach of relying on a single leader. The article concludes with a discussion of the results, implications, and future research opportunities.

Managing Knowledge and Learning in it Projects: A Conceptual Framework and Guidelines for Practice

This paper presents a framework identifying the key areas within IT projects where knowledge-based risks occur. These risks include a failure to learn from past projects, competence of the project team, problems in integrating and transferring knowledge, lack of a knowledge map, and volatility in governance. The model was compiled through an extensive literature search encompassing project management, information systems, software development, and team learning literatures. This framework was then tested and modified through a field study of 15 senior project managers from North America and New Zealand. Analysis of the interviews from the field study resulted in a set of five broad principles of knowledge management within projects. These principles relate to a climate for learning, knowledge levels, knowledge channels, team memory, and knowledge risks. Practices suggested by the interviewees accompany each principle.

Searching for Knowledge in the Pmbok® Guide

A promising new topic for researchers who focus on project management is the application of knowledge management concepts as a way to improve project success. In this paper, knowledge management theory is used as a lens to examine the Project Management Institute's A Guide to the Project Management Body of Knowledge (PMBOK® Guide), because this book is globally influential among project managers. Several different theoretical frameworks are used. Results show that the PMBOK® Guide has a strong bias toward explicit and declarative (i.e., “how”) knowledge, and pays less attention to tacit and causal (i.e., “why”) knowledge. Our recommendations outline how the existing structure of the PMBOK® Guide can be preserved while the content is enhanced using knowledge management concepts that have been shown to be influential in enhancing project success.

This is an enhanced and expanded version of a paper presented at the PMI Research Conference 2004 in London, England.

DIFFERENTIATED LEARNING PROCESSES FOR ENHANCING ORGANIZATIONAL KNOWLEDGE ACROSS ENVIRONMENTAL CONTEXTS

By adopting a cognitive perspective, we examine ways in which knowledge creation processes within organizations effectively enhance organizational knowledge via the cognitive processes of organizational members. We identify two distinct yet complementary learning processes—informational and interactive—and argue that these processes contribute to the creation of organizational knowledge in different ways. We use cognitive mapping to examine changes in knowledge and use a research design involving pre‐test and post‐test of cognitive maps. Results suggest that organizational knowledge generally improves as organizations engage in the knowledge creation processes and that the effectiveness of such processes in creating knowledge depends on the context. The conceptual arguments and methods developed in this paper should encourage researchers to conduct additional empirical research and help managers change the mix of the informational and interactive learning processes for effective learning as their firm's competitive environment becomes more volatile.