Social Media Affordances and Transactive Memory Systems in Virtual Teams

2021 ◽  
pp. 089331892110326
Author(s):  
Kay Yoon ◽  
Yaguang Zhu
Keyword(s):  
Social Media ◽  
Virtual Teams ◽  
Team Effectiveness ◽  
Memory Systems ◽  
Transactive Memory ◽  
Three Dimensions ◽  
Transactive Memory Systems ◽  
Team Members ◽  
Media Technologies ◽  
The Media

Recent advances in social media technologies offer a variety of tools for virtual teams to share knowledge among their team members and develop transactive memory systems (TMS). Adopting the media affordances lens, the current study investigates how social media affordances affect individual evaluations of TMS development and perceived team effectiveness in virtual teams. Survey data from 339 virtual team members across 92 hackathon events reveal that types of affordances have differing impacts on each of the three dimensions of TMS (perceptions of accuracy, sharedness, and validation). Furthermore, each dimension of perceived TMS mediates the relationship between its related social media affordance types and perceived team effectiveness. These findings suggest that virtual teams may need to adopt different social media technologies depending on which aspect of TMS development is prioritized.

scholarly journals Network ties and transactive memory systems: leadership as an enabler

2017 ◽  
Vol 38 (1) ◽  
pp. 56-73 ◽  
Author(s):  
Dainelis Cabeza Pulles ◽  
Francisco Javier LLorens Montes ◽  
Leopoldo Gutierrez-Gutierrrez
Keyword(s):  
Linear Regression Analysis ◽  
Memory Systems ◽  
Multiple Linear Regression Analysis ◽  
Transactive Memory ◽  
Moderating Effect ◽  
Three Dimensions ◽  
Network Ties ◽  
Cross Sectional ◽  
Transactive Memory Systems ◽  
Content Type

Purpose The purpose of this paper is to study the relationship between network ties (NT) and transactive memory systems (TMS), observed through three dimensions – specialization (TMSS), credibility (TMSCR), and coordination (TMSCO) – in the presence of leadership (LDR) as a moderating variable, in university research-and-development (R&D) groups. Design/methodology/approach The data are composed of 257 university R&D groups. To confirm the hypotheses, the authors use multiple linear regression analysis with a moderating effect. Findings The conclusions show that the relationships between NT and two of the three dimensions of TMS (TMSCR and TMSCO) are significant when LDR is included as a moderating variable. Although the effect of TMSS is positive, it is not significant. Including the interaction element enables better explanation of two of the dimensions of TMS in the sector analyzed. Thus, LDR is perfectly applicable to the university R&D environment. Research limitations/implications This research has several limitations that suggest further possibilities for empirical research. The limitations include the cross-sectional nature of the research and the judgment of a single manager as the basis of the perception analyzed for each group. Practical implications The authors provide several implications for R&D practitioners. The results of this study could be validated in other universities in other geographic areas, enabling better generalization and applicability of the results. The results described may serve as a guide for group leaders of university R&D. This research helps us to see the importance of LDR in forming internal research networks that help researchers to perform common projects in order to obtain better results in the group. Thus, the groups provided better results to society. Originality/value No studies have tested the moderating effect of LDR in university R&D empirically. The results provide information to fill this gap and demonstrate the applicability of LDR as a key element in the organization, improvement, and cohesion of R&D groups.

Empirical perspectives of transactive memory systems: a meta-analysis

2020 ◽  
Vol 26 (7/8) ◽  
pp. 409-427
Author(s):  
Zikai Zhou ◽  
Pilar Pazos
Keyword(s):  
Team Effectiveness ◽  
Group Performance ◽  
Memory Systems ◽  
Transactive Memory ◽  
Performance Outcomes ◽  
The Body ◽  
Transactive Memory Systems ◽  
Affective Outcomes ◽  
Content Type ◽  
Team Outcomes

Purpose The purpose of this study is to synthesize the previous empirical studies on transactive memory systems (TMS) through a meta-analytical approach and test the proposed model for the relationships between TMS and different types of team outcomes. Design/methodology/approach TMS refers to shared memory systems developed among a group of people for encoding, storage and retrieval of their different knowledge domains. They have been widely used in group or organization settings to describe the cumulative knowledge in a group of multi-disciplinary experts. Previous literature suggests TMS as a critical concept for explaining group performance, but few studies were conducted to integrate the literature findings to identify the relationships between TMS and team outcomes. Findings The findings suggest that TMS is more strongly linked to affective outcomes than behavioral or performance outcomes. In addition, the authors find that the specific operationalization of TMS does not affect the relationship between TMS and team outcomes. There was not enough support for significant effects of group size and research setting on the relationships between TMS and team outcomes, which indicates that both laboratory and field studies have similar potential to generate valuable results for the research of TMS. Originality/value This study contributes to the body of knowledge on team effectiveness by investigating the links between TMS and team effectiveness through a broad definition of outcomes that include tangible constructs, such as performance, as well as behavioral and affective outcomes. By exploring the relationships through this broad conceptualization of team effectiveness, the authors can better understand the particular effects of TMS on different key aspects used to determine success in teams.

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.

Expertise Diversity and Transactive Memory Systems: Insights From a Conflict Perspective

2020 ◽  
pp. 104649642095710
Author(s):  
Gergana Todorova
Keyword(s):  
Longitudinal Data ◽  
Memory Systems ◽  
Transactive Memory ◽  
Theory And Practice ◽  
Task Conflict ◽  
Management Theory ◽  
Relationship Conflict ◽  
Transactive Memory Systems ◽  
Team Members

Transactive memory systems (TMS) facilitate the utilization and coordination of diverse knowledge inputs, and therefore TMS should be particularly important for teams with expertise diversity. However, TMS in diverse teams may be inhibited by conflict. Adopting a conflict perspective, this study examines whether expertise diversity fosters or inhibits TMS in creative teams. Using longitudinal data, TMS was inhibited when team members engaged in relationship conflict. In contrast, task conflict fostered TMS. Furthermore, the results showed that expertise diversity affected TMS through task conflict and relationship conflict. I discuss the implications for management theory and practice.

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