Understanding the role of Transactive Memory Systems and Knowledge Management Mechanisms on Team Performance

Teams are increasingly faced with obstacles that can hurt their performance. Social cognitive skills are emerging factors that that have shown the potential to influence how well team members work together. However, the interplay of transactive memory systems (TMSs) and knowledge management (KM) mechanisms within technology teams has not received much research attention. This paper examines the effects of a team’s TMS and KM mechanisms on the team’s performance. The hypotheses are tested using data from 54 teams within seven major US corporations. The results show knowledge creation to be more salient than knowledge sharing and application mechanisms, because only creation seems to affect team performance. Moreover, knowledge creation affects knowledge sharing, which affects knowledge application. Information Technology (IT) support and TMS both facilitate knowledge creation. TMS also affects knowledge application, whereas knowledge sharing only indirectly (through knowledge creation) depends on TMS and IT support. Theoretical and practical implications are offered.

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