The Influence of Transactive Memory Systems and Psychological Safety on Effectiveness of Service Management Teams in a Restaurant Setting

2014 ◽  
Vol 13 (3) ◽  
pp. 234-252 ◽  
Author(s):  
Priyanko Guchait ◽  
Michael J. Tews ◽  
Tony Simons
Keyword(s):  
Service Management ◽  
Psychological Safety ◽  
Memory Systems ◽  
Transactive Memory ◽  
Management Teams ◽  
Transactive Memory Systems

Personality predictors of team taskwork understanding and transactive memory systems in service management teams

2014 ◽  
Vol 26 (3) ◽  
pp. 401-425 ◽  
Author(s):  
Priyanko Guchait ◽  
Katherine Hamilton ◽  
Nan Hua
Keyword(s):  
Undergraduate Students ◽  
Service Management ◽  
Memory Systems ◽  
Transactive Memory ◽  
Management Teams ◽  
Current Work ◽  
Team Cognition ◽  
Transactive Memory Systems ◽  
Content Type ◽  
Over Time

Purpose – The aim of this paper is to examine how personality composition in teams related to team taskwork understanding (TTU) and transactive memory systems (TMS) over time. Additionally, the study examined the relationship between TTU and TMS, and three team criteria variables: performance, satisfaction, and cohesion. Design/methodology/approach – A longitudinal study was conducted with 27 service management teams involving 178 undergraduate students in a restaurant setting. The restaurant was open to the public so the team outcomes had real world consequences. Each team served between 90-140 customers. Findings – Results showed that team mean-level conscientiousness was significantly positively related to TTU and TMS in the initial stage of team formation. On the other hand, team mean-level agreeableness had a significant positive relationship with TTU and TMS later on in the team's lifecycle. Furthermore, significant positive relationships were found between TMS and team performance, TMS and team satisfaction, and TTU and team cohesion. Originality/value – The current work looked at how various team cognitions develop in teams over time as a result of personality composition in teams which has not been tested before. Unlike prior research, this study was conducted in a field setting instead of an experimental study in the laboratory. Finally, no research exists studying these relationships in a hospitality context. Therefore, the current work extends the generalizability of the team composition and team cognition theories.

scholarly journals Inspiring Creativity in Teams: Perspectives of Transactive Memory Systems

2017 ◽  
Vol 11 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Pin-Nan Hsieh
Keyword(s):  
Least Squares Method ◽  
Psychological Safety ◽  
Memory Systems ◽  
Transactive Memory ◽  
Transactive Memory Systems ◽  
Team Creativity ◽  
Team Members ◽  
Using Data ◽  
Partial Least Squares Method ◽  
The Relationship

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.

Distributed Cognition in Top Management Teams and Organizational Ambidexterity

2016 ◽  
Vol 43 (3) ◽  
pp. 919-945 ◽  
Author(s):  
Ciaran Heavey ◽  
Zeki Simsek
Keyword(s):  
Distributed Cognition ◽  
Cognitive Structure ◽  
Memory Systems ◽  
Transactive Memory ◽  
Top Management Teams ◽  
Management Teams ◽  
Future Research ◽  
Top Management ◽  
Transactive Memory Systems ◽  
The Impact

How can a firm develop, distribute, and use knowledge more effectively and efficiently in ways that increase its ability to pursue an ambidextrous orientation? Synthesizing insights from social cognition and upper-echelons perspectives, we offer a new theoretical vantage point that brings the role of top management teams’ cognitive structure to the fore and, in particular, the enabling influence of transactive memory systems. We argue that transactive memory provides a top management team with a system for generating, distributing, and integrating knowledge based on members’ specific areas of expertise in ways that increase its ability to both differentiate and integrate strategic agendas for ambidexterity. From a multisource study of top management teams in a sample of technology-based small-to-medium-sized firms, we find that while top management teams with well-developed transactive memory systems are able to pursue an ambidextrous orientation, the impact of transactive memory is also shaped by diverse organizational experience and functional expertise within these teams. We discuss the scope and significance of these findings for theory, future research, and managerial practice.

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