Whose Brain to Pick? Boundary Spanning and Transactive Memory in Inter-Group Knowledge Integration

2014 ◽  
Vol 2014 (1) ◽  
pp. 12519 ◽  
Author(s):  
Julija Mell ◽  
Daan van Knippenberg ◽  
Wendy P. van Ginkel ◽  
Pursey Heugens
Keyword(s):  
Knowledge Integration ◽  
Boundary Spanning ◽  
Transactive Memory ◽  
Group Knowledge

Within- and Between-Team Coordination via Transactive Memory Systems and Boundary Spanning

2018 ◽  
Vol 43 (5) ◽  
pp. 691-717 ◽  
Author(s):  
Joy Olabisi ◽  
Kyle Lewis
Keyword(s):  
Management Practices ◽  
Knowledge Exchange ◽  
Memory Systems ◽  
Boundary Spanning ◽  
Transactive Memory ◽  
Memory System ◽  
Transactive Memory Systems ◽  
Team Coordination ◽  
Transactive Memory System ◽  
Over Time

In this article, we suggest that the transactive memory system (TMS) and boundary-spanning literatures are useful for understanding how individuals in team-based collectives can be structured to improve within- and between-team coordination. We argue that such coordination can be facilitated—or thwarted—by boundary-spanning behaviors and patterns of knowledge exchange within and between teams. Our theorizing explains how an existing team TMS can offset the within-team coordination burdens typically associated with boundary spanning and we offer predictions about how these factors interrelate to affect TMS and coordination over time. Finally, our theory underscores significant implications and provides insights for how management practices might improve coordination within and between teams.

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.

Boundary-spanning search, knowledge integration capability and sustainable competitive advantage

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Miaomiao Yang ◽  
Juanru Wang ◽  
Jin Yang
Keyword(s):  
Competitive Advantage ◽  
Design Methodology ◽  
Knowledge Integration ◽  
Boundary Spanning ◽  
Advanced Manufacturing ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to investigate how boundary-spanning search affects sustainable competitive advantage under the conditions that competitors also search and to test the moderating role of knowledge integration capability.Design/methodology/approachThis paper classifies boundary-spanning search into proactive search and responsive search by considering competition and develops a theoretical model in which knowledge integration capability moderates the effects of proactive and responsive searches on sustainable competitive advantage. Empirical analyses were conducted on the data of 245 Chinese advanced manufacturing firms.FindingsThe results show that proactive and responsive searches have inverted U-shaped relationships with sustainable competitive advantage. Moreover, the relationships between proactive and responsive searches and sustainable competitive advantage are moderated by knowledge integration capability. Specifically, as knowledge integration capability increases, the inverted U-shaped relationship between proactive search and sustainable competitive advantage becomes flatter, whereas the inverted U-shaped relationship between responsive search and sustainable competitive advantage becomes almost linear.Originality/valueThis paper enriches the research of boundary-spanning search by considering competition and uncovers how boundary-spanning search affects sustainable competitive advantage under the conditions that competitors also search. Furthermore, this paper sheds light on that the effects of proactive and responsive searches on sustainable competitive advantage are even more complex than inverted U-shaped patterns and provides a contingent viewpoint to deeply understand the relationship between boundary-spanning search and sustainable competitive advantage.

Can employee's boundary-spanning behavior exactly promote innovation performance? The roles of creative ideas generation and team task interdependence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qiuping Zhang ◽  
Jin Li
Keyword(s):  
Formation Process ◽  
Knowledge Integration ◽  
Driving Forces ◽  
Boundary Spanning ◽  
Innovation Performance ◽  
Task Interdependence ◽  
Working Environment ◽  
Integration Theory ◽  
Content Type ◽  
Team Task

PurposeThe complex and changeable working environment makes individual cross-boundary activities inevitable. Yet, how employee's boundary-spanning behavior (BSB) stimulates innovation performance remains to be further explored. This study aims to analyze the intermediary mechanism and boundary conditions between employee's BSB and innovation performance based on knowledge integration theory.Design/methodology/approachThe authors collected data in two waves (July and August 2017) and from two hierarchical levels (from the final sample of 286 employees and their 29 direct supervisors) within ten manufacturing firms located in Nanjing and Anhui, China.FindingsThe results indicate that creative ideas generation mediates the relationship between employee's BSB and innovation performance. Moreover, employees with higher levels of team task interdependence (TTI) lead to a stronger relationship between ideas generation and innovation performance compared to lower levels of TTI (positively moderates the second stage of mediation).Practical implicationsBy verifying the key effects of ideas generation and TTI between employee's BSB and innovation performance, the findings of this study provide practical guidance for enterprises to improve the efficiency of employee's BSB.Originality/valueFirst, the authors use knowledge integration theory (Grant, 1996a) to deduce the formation process of the mechanism between employee's BSB and his/her innovation results, which clearly shows the driving forces and integral power of the formation process within an individual knowledge integrating system. The authors’ second contribution is further exploring the conditions under which engaging innovative ideas generated by the integration of employee's BSB is more likely to lead to ideas for implementation by examining TTI as a team-level moderator.

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