Effect of Transactive Memory Systems on Team Creativity Questionnaire

2017 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Pin-Nan Hsieh
Keyword(s):  
Memory Systems ◽  
Transactive Memory ◽  
Transactive Memory Systems ◽  
Team Creativity

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.

""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

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.

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