Transactive memory systems and team innovation. Issue 5 (5th August 2014)

• Record Type: Journal Article
• Authors: Peltokorpi, Vesa; Hasu, Mervi
• Is Part Of: Team performance management. Volume 20:Issue 5/6(2014)
• Page Start: 262
• Page End: 272
• Publication Date: 2014-08-05
• Subjects: Teams in the workplace -- Periodicals; Employee empowerment -- Periodicals; Management -- Employee participation -- Periodicals; 658.402
• DOI: 10.1108/TPM-04-2014-0031
• Languages: English
• ISSNs: 1352-7592

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – The purpose of this paper is to hypothesize a curvilinear relation between transactive memory systems (TMS) and team innovation by integrating diverging conceptual and research findings in TMS research. While increasingly argued to enhance team innovation, TMS also have negative effects on team processes and outcomes. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – The authors tested the hypothesis through hierarchical linear regression analyses using data obtained from 124 technical research teams. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – Logistic regressions support the hypothesis, showing an inverse U-shaped relationship between TMS and team innovation, measured by patents received. </p> </sec> <sec> <title content-type="abstract-heading">Research limitations/implications</title> <p> – The average within team response rate was relatively low, and the findings are driven by a limited number of teams with patents. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – The findings suggest that research teams with moderate levels of TMS are the most effective in terms of patents received. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – To the best of the authors' knowledge, this is the first empirical study to link TMS to team innovation and to test the potential counterproductive effects of TMS on team innovation.</p> </sec> </abstract>