Mediating effects of psychological safety in the relationship between team affectivity and transactive memory systems

2015 ◽  
Vol 37 (3) ◽  
pp. 416-435 ◽  
Author(s):  
Anthony C. Hood ◽  
Daniel G. Bachrach ◽  
Suzanne Zivnuska ◽  
Elliot Bendoly
Keyword(s):  
Psychological Safety ◽  
Memory Systems ◽  
Transactive Memory ◽  
Mediating Effects ◽  
Transactive Memory Systems ◽  
The Relationship

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.

Linking absorptive capacity, knowledge transfer and transactive memory

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gert Human
Keyword(s):  
Knowledge Transfer ◽  
Absorptive Capacity ◽  
Knowledge Worker ◽  
Memory Systems ◽  
Transactive Memory ◽  
Transactive Memory Systems ◽  
Content Type ◽  
Business Context ◽  
Individual Level ◽  
The Relationship

Purpose This paper aims to construct an argument in support of the idea that absorptive capacity may lead to improved transactive memory conditional to the effectiveness of knowledge transfer between team members. Design/methodology/approach The study reports on the results of data collected from 10 knowledge worker teams in a business-to-business context across various industries. The study tests a theoretical model to consider the relationship between the dimensions of absorptive capacity, knowledge transfer effectiveness and transactive memory systems. Findings At the individual level, the results suggest that knowledge acquisition and assimilation is associated with higher levels of knowledge transfer while unstructured knowledge transfer is associated with specialisation, credibility and coordination that drives transactive memory. Originality/value The results suggest that an alternative conceptualisation of the relationship between absorptive capacity, knowledge transfer effectiveness and transactive memory systems is indeed conceivable. This implies that transactive memory can benefit from increased absorptive capacity and enhanced knowledge transfer effectiveness and may point at an under-explored avenue of research.

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

2016 ◽  
Vol 20 (5) ◽  
pp. 1025-1044 ◽  
Author(s):  
Kibum Kwon ◽  
Daeyeon Cho
Keyword(s):  
Structural Equation ◽  
Organizational Innovation ◽  
Memory Systems ◽  
Transactive Memory ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Significant Variable ◽  
Transactive Memory Systems ◽  
Content Type ◽  
The Relationship

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.

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