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.

Team Knowledge Diversity and Team Creativity: The Moderating Role of Status Inequality

2018 ◽  
Vol 46 (10) ◽  
pp. 1611-1622 ◽  
Author(s):  
Won-Woo Park ◽  
Joon Yeol Lew ◽  
Eun Kyung Lee
Keyword(s):  
Team Creativity ◽  
Team Members ◽  
Task Knowledge ◽  
Knowledge Diversity ◽  
Status Inequality ◽  
Using Data ◽  
Organizational Tenure ◽  
The Relationship ◽  
Moderating Role

We examined the relationship between team task knowledge diversity and team creativity, and the moderating role of team status inequality, with a focus on organizational tenure and rank inequality. By adopting an input–process–output framework, we hypothesized that teams would achieve high levels of creativity when they have a large pool of task-relevant expertise that is differentiated and specialized among team members, but the relationship would be weakened when team members have different statuses. We tested our hypotheses using data from 325 teams of employees at 10 companies in South Korea. Results showed that task knowledge diversity was positively associated with team creativity and a team's status inequality in terms of organizational tenure moderated the relationship in a negative way. Our findings contribute to the literature on team creativity by providing new insights regarding how status inequality, which is almost ubiquitous in workplaces, plays a role in a dynamic team process for 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.

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

2012 ◽  
Vol 18 (2) ◽  
pp. 175-192 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Pin-Chen Jiang
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Research Model ◽  
Speaking Up ◽  
Team Members ◽  
Antecedents And Consequences ◽  
Using Data ◽  
The Relationship

AbstractR&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.

""I Don't Feel as You Do:" Affect Heterogeneity, Transactive Memory Systems, and Team Creativity"

2015 ◽  
Vol 2015 (1) ◽  
pp. 14102
Author(s):  
March L. To ◽  
Cynthia D Fisher ◽  
Neal M. Ashkanasy ◽  
Jing Zhou
Keyword(s):  
Memory Systems ◽  
Transactive Memory ◽  
Transactive Memory Systems ◽  
Team Creativity

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

2012 ◽  
Vol 18 (2) ◽  
pp. 175-192 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Pin-Chen Jiang
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Research Model ◽  
Speaking Up ◽  
Team Members ◽  
Antecedents And Consequences ◽  
Using Data ◽  
The Relationship

AbstractR&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.

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