Effect of transactive memory systems on team performance mediated by knowledge transfer

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalNot applicablepeer-review

6 Scopus Citations
View graph of relations

Author(s)

Related Research Unit(s)

Detail(s)

Original languageEnglish
Pages (from-to)65-79
Journal / PublicationInternational Journal of Information Management
Volume41
Early online date16 Apr 2018
Publication statusPublished - Aug 2018

Abstract

Although prior research has realized that a transactive memory system (TMS, a group-level socio-cognitive structure) benefits team performance, few studies have explicitly explored the knowledge management (KM) essence of the TMS-team performance relationship. Further, scholars have highlighted the necessity of examining TMS dimensions (i.e., specialization, credibility, and coordination) due to their theoretical distinction. Based on TMS literature and the organizational learning perspective, this study investigates how TMS dimensions relate to knowledge transfer (i.e., a subprocess of team learning), thereby influencing team performance in real organizations. We also proposed the mediating effect of knowledge transfer. The research model was tested through a field survey of 61 Chinese knowledge teams from various industries and companies. Research findings demonstrated that the associations of specialization and credibility with knowledge transfer were more significant than that of coordination. Moreover, knowledge transfer predicted the variation in team performance and fully mediated the effect of specialization and credibility on team performance. Our research findings advance the current understanding of the underlying mechanism of the TMS–team performance relationship and provide implications for academics and practitioners.

Research Area(s)

  • Knowledge management, Knowledge transfer, Team performance, Transactive memory system (TMS)