The impact of within-team variance on transactive memory system development and team performance

2017 ◽  
Vol 23 (3) ◽  
pp. 124-135 ◽  
Author(s):  
Kylie Goodell King
Keyword(s):  
Team Performance ◽  
Empirical Studies ◽  
Transactive Memory ◽  
Memory System ◽  
Future Research ◽  
Dispersion Models ◽  
Content Type ◽  
Transactive Memory System ◽  
Level Data ◽  
The Impact

Purpose The purpose of this paper is to describe the dispersion models, where within-team variance is the outcome of interest, and propose the application of these models to the measurement of the transactive memory system (TMS). As teams become increasingly prominent in educational contexts and within organizations, it is important to evaluate how various measures of individual and team attributes relate to team performance. One measure that has been evaluated by a number of previous empirical studies is TMSs. Design/methodology/approach In past studies of TMS and in most teams research, team-level data are collected and correlated with performance, or individual-level data are collected, aggregated to the team-level data and then correlated with performance. While this is appropriate in situations where data are isomorphic or similar across levels of measurement, there are often important differences among within-team responses that lead to a discrepancy between the sum of individual attributes and a team-level measure. Findings Preliminary results demonstrate that within-team variance in reported levels of TMS has an inverse relationship with team performance. Research limitations/implications Future research should further evaluate the ability for dispersion models of TMS to predict team performance, especially in organizational settings with professional rather than student teams. Originality/value This paper provides a new approach to measuring TMS and relating TMS to team performance.

The relationships between perceived team psychological safety, transactive memory system, team learning behavior and team performance among individual team members

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Su Min Kim ◽  
Moon Jung Kim ◽  
Sung Jun Jo
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Transactive Memory ◽  
Memory System ◽  
Learning Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Team Members ◽  
Transactive Memory System

PurposeThis study aimed to investigate the relationships between individual team member's perception of team psychological safety (TPS), individual team member's perception of transactive memory system (TMS), individual team member's perception of team learning behavior (TLB) and individual team member's perception of team performance (TP).Design/methodology/approachThis cross-sectional study used a paper-based questionnaire that was distributed to 500 employees in travel-related industries and responses were received from 467 employees. Finally, 394 surveys were used after excluding insincere responses. Using SPSS & AMOS version 25.0, factor analysis, correlation, path analysis and mediation analysis were performed.FindingsThe findings reveal that there is a significant association between TPS, TMS, TLB and TP, except for the specialization subdimension of TMS and reflective communication and knowledge codification subdimensions of TLB. There was no mediation role of TLB; however, credibility and task coordination subdimensions of TMS showed partial mediating effects between TPS and TP.Originality/valueThis study offers suggestions for management, emphasizing the importance of TPS. Recent and rapid organizational changes have dramatically increased employees' job insecurity, which can affect their psychological safety. Therefore, organizations should actively support employees to feel psychologically stable to improve performance by utilizing TMS and TLB among individual team members.

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

2018 ◽  
Vol 22 (1) ◽  
pp. 92-118 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Ping-Kuo Chen
Keyword(s):  
Social Interaction ◽  
Team Performance ◽  
Knowledge Integration ◽  
Psychological Safety ◽  
Transactive Memory ◽  
Memory System ◽  
Content Type ◽  
Transactive Memory System ◽  
Interaction Processes ◽  
The Relationship

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.

Research on capital structure determinants: a review and future directions

2017 ◽  
Vol 13 (2) ◽  
pp. 106-132 ◽  
Author(s):  
Satish Kumar ◽  
Sisira Colombage ◽  
Purnima Rao
Keyword(s):  
Capital Structure ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Secondary Data ◽  
Theoretical Models ◽  
Order Theory ◽  
Organizational Level ◽  
Future Research ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to study the status of studies on capital structure determinants in the past 40 years. This paper highlights the major gaps in the literature on determinants of capital structure and also aims to raise specific questions for future research. Design/methodology/approach The prominence of research is assessed by studying the year of publication and region, level of economic development, firm size, data collection methods, data analysis techniques and theoretical models of capital structure from the selected papers. The review is based on 167 papers published from 1972 to 2013 in various peer-reviewed journals. The relationship of determinants of capital structure is analyzed with the help of meta-analysis. Findings Major findings show an increase of interest in research on determinants of capital structure of the firms located in emerging markets. However, it is observed that these regions are still under-examined which provides more scope for research both empirical and survey-based studies. Majority of research studies are conducted on large-sized firms by using secondary data and regression-based models for the analysis, whereas studies on small-sized firms are very meager. As majority of the research papers are written only at the organizational level, the impact of leverage on various industries is yet to be examined. The review highlights the major determinants of capital structure and their relationship with leverage. It also reveals the dominance of pecking order theory in explaining capital structure of firms theoretically as well as statistically. Originality/value The paper covers a considerable period of time (1972-2013). Among very few review papers on capital structure research, to the best of authors’ knowledge; this is the first review to identify what is missing in the literature on the determinants of capital structure while offering recommendations for future studies. It also synthesize the findings of empirical studies on determinants of capital structure statistically.

Co-production strategy, retail competition, and market segmentation

2019 ◽  
Vol 32 (2) ◽  
pp. 607-630 ◽  
Author(s):  
Junbin Wang ◽  
Xiaojun Fan
Keyword(s):  
Market Segmentation ◽  
New Technology ◽  
Empirical Studies ◽  
Analytical Framework ◽  
Future Research ◽  
Retail Competition ◽  
Business World ◽  
Content Type ◽  
Production Strategy ◽  
The Impact

Purpose The purpose of this paper is to examine the effect of manufacturers’ co-production strategy on market segmentation and channel performance under retail competition. Design/methodology/approach It differs from previous empirical studies by primarily focusing on the increment in consumer value accompanying co-production. The authors establish a game-theoretical model to analyze the impact of co-production on market segmentation and the profitability of channel members in a competitive retail environment. Findings The results reveal that manufacturers introducing co-production expand market coverage and benefit all channel members, when the intensity of competition is sufficiently high, especially for retailers with low-quality levels, who are out of the market without co-production. Furthermore, with the increase in customer valuation through co-production, employing a co-production strategy is always a dominant strategy for manufacturers. Research limitations/implications First, although the authors assume a monopoly manufacturer and two duopoly retailers, adding competition between manufacturers should enrich the model. Multiple products with vertical or horizontal differentiation could also be introduced into the model. Second, the authors use the multiplicative utility function to model the value co-creation effect on consumers; however, different utility functions may yield significantly different results and implications. Third, the authors model a one-shot game in a single product selling period; future studies may employ multi-period games to obtain further insight into co-production strategy. Finally, the model assumes that all consumers are homogenous in the extent of value creation and hassle cost. Future research may find it interesting to consider heterogeneity in these characteristics. Practical implications The business world today already sees the power of leadership in a supply chain to have shifted from manufacturers to retail giants such as Walmart, Home Depot and Best Buy. The findings also propose a new route to counteract the emergence and rise of dominant retailers. On the other hand, with the application of new technology in the retail industry such as 3D avatar, AR/VR, Internet of Things, consumers are more likely to participate in various forms of co-production activities, how to execute the co-production strategy has become more and more important for managers. Social implications The conclusion of this study points out the way to achieve a win–win outcome under which both channel members including manufacturer and retailers and consumers can be better off, that is, the channel can reach Pareto improvement, so the social welfare is increased accordingly. Originality/value The authors propose an analytical framework to examine the effects of co-production and competition on market segmentation and profitability, and prove that co-production is a powerful marketing tool that can attract consumers and increase profitability, which manufacturers can incorporate into their products even in a competitive environment.

Enhancing team performance through transactive memory

2016 ◽  
Vol 30 (4) ◽  
pp. 13-16 ◽  
Author(s):  
Srabasti Chatterjee
Keyword(s):  
Team Performance ◽  
Individual Performance ◽  
Transactive Memory ◽  
Three Dimensions ◽  
Major Focus ◽  
Content Type ◽  
Organizational Settings ◽  
Current Scenario ◽  
Set Up ◽  
The Impact

Purpose The major focus in the current scenario in organizational settings has shifted from individual performance to team performance. The current study investigates team performance and its antecedents from both social and cognitive dimensions and hence provides a qualitative and synopsis of the same. There is one such antecedent transactive memory which collectively looks into both the facets. For more than a decade after the very emergence of this concept, a plethora of work has been done to relate team performance and transactive memory. In an attempt to understand both these multi-dimensional constructs, and to comprehend the interrelationships in a better way, this paper aims to analyze the impact of transactive memory on team performance and how to improve it in organizations. Design/methodology/approach The paper is purely conceptual. So it uses other earlier studies to make necessary propositions. Findings The present study tries to qualitatively analyze the impact of transactive memory on team performance with respect to the various dimensions of team performance both task process and relational performance. The results of the study show a positive relationship between the three dimensions of transactive memory – credibility, consensus and specilaization and team performance. The study also provides recommendations to improvise transactive memory in organizations. Research limitations/implications The paper is not empirical, so further empirical analysis could enrich the results. Originality/value The paper is original in terms of giving solutions to increase transactive memory in organizational set up.

scholarly journals The Impact of Perceived Subgroup Formation on Transactive Memory Systems and Performance in Distributed Teams

2016 ◽  
Vol 12 (1) ◽  
pp. 44-66 ◽  
Author(s):  
Yide Shen ◽  
Michael J. Gallivan ◽  
Xinlin Tang
Keyword(s):  
Team Performance ◽  
Memory Systems ◽  
Transactive Memory ◽  
Distributed Teams ◽  
Future Research ◽  
Negative Effect ◽  
Group Members ◽  
And Performance ◽  
Using Data ◽  
The Impact

With distributed teams becoming increasingly common in organizations, improving their performance is a critical challenge for both practitioners and researchers. This research examines how group members' perception of subgroup formation affects team performance in fully distributed teams. The authors propose that individual members' perception about the presence of subgroups within the team has a negative effect on team performance, which manifests itself through decreases in a team's transactive memory system (TMS). Using data from 154 members of 41 fully distributed teams (where no group members were colocated), the authors found that members' perceptions of the existence of subgroups impair the team's TMS and its overall performance. They found these effects to be statistically significant. In addition, decreases in a group's TMS partially mediate the effect of perceived subgroup formation on team performance. The authors discuss the implications of their findings for managerial action, as well as for researchers, and they propose directions for future research.

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