Transactive Memory Systems in Organizations: Matching Tasks, Expertise, and People

By David P. Brandon, Andrea B. Hollingshead. Organ. Sci., 2004

569 citations recorded by the source corpus.

Subfields: Communication, Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0d1ddb92096ee37b077fc81508377ab17b773a82

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Citations in the corpus

Unlocking Founding Team Prior Shared Experience: A Transactive Memory System Perspective (2012, background): “Researchers have argued that transactive memory systems should be viewed in specific task environments (Austin, 2003; Brandon and Hollingshead, 2004).”
A Distributed Cognition Perspective on Newcomers' Change Processes: The Management of Cognitive Uncertainty in Two Investment Banks (2007, background): “Similarly, work on transactive memory conceptualizes cognition as a collective process by which group members divide up the encoding, storage, retrieval, and communication of information (e.g., Wegner, 1986; Moreland, 1999; Brandon and Hollingshead, 2004).”
6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, methodology): “…Systems Develop Rather than assume the team mental model development process was linear, researchers began to examine how members' knowledge of each other's skills and abilities evolved over time in response to changing task demands (Brandon & Hollingshead, 2004; Liang, Moreland, & Argote, 1995).”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, background): “Shared or integrated knowledge increases as well, as a consequence of individuals developing a shared conceptualization of ‘‘who knows what’’ (Brandon and Hollingshead, 2004).”
Familiarity, Complexity, and Team Performance in Geographically Distributed Software Development (2007, background): “Brandon and Hollingshead (2004) have suggested that performance is jointly influenced by familiarity with the task, the expertise required to complete the task, and the people who possess this expertise because this familiarity helps locate and access the necessary expertise in the team.”
Social Media, Knowledge Sharing, and Innovation: Toward a Theory of Communication Visibility (2014, unknown): “They can then route new knowledge to those who can best store it, and who can teach others in times of need (Brandon and Hollingshead 2004).”
Social Media Use in Organizations: Exploring the Affordances of Visibility, Editability, Persistence, and Association (2013, unknown): “The ability to accurately identify the expertise of organizational members allows managers to assign individuals to appropriate organizational tasks and, as research suggests, improve group performance (Brandon & Hollingshead, 2004).”
Knowledge Beyond the Individual? Making Sense of a Notion of Collective Knowledge in Organization Theory (2012, background): “The degree of this integration depends on the ‘quality’ of shared knowledge at the meta-level, which can be described along various dimensions and measured according to different criteria (e.g., Brandon & Hollingshead, 2004).”
Leader Humility and Team Performance: Exploring the Mediating Mechanisms of Team PsyCap and Task Allocation Effectiveness (2019, background): “…paths to achieve goals (hope) and making adaptive changes after episodes of failure (resilience) would make it more likely that teams will iteratively evaluate the pairings of team tasks with member strengths and make adaptations to form better-fitting pairings (see Brandon & Hollingshead, 2004).”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “First, research shows that overlapping team tenure allows members of a team to “develop a shared conceptualization of ‘who knows what’ ” in the group (Brandon & Hollingshead, 2004: 633), and allocate tasks to those who possess the required expertise (Dai, Roundy, Chok, Ding, & Byun, 2016).”
The Impact of Role Assignment on Knowledge Construction in Asynchronous Discussion Groups (2005, methodology): “Building on this hypothesis, Brandon and Hollingshead (2004) introduced the variables of task representation and the task-expertise-person unit as basic constructs in their studies.”
Distributed Cognition in Top Management Teams and Organizational Ambidexterity (2017, background): “By allowing off-loading of cognitive responsibilities across team members, the cognitive burden on the entire team is reduced at the same time a larger pool and network of information is available to the team (Brandon & Hollingshead, 2004).”
Transactive Memory Systems (2008, background): “For example, Brandon and Hollingshead (2004) noted that TMM, arising from a collective representation of the task, allow more accurate inferences about the expertise of others group members.”
Organizational Learning: From Experience to Knowledge (2011, unknown): “For example, organizations can develop a transactive memory or collective system for remembering, retrieving and distributing information (Wegner, 1986; Brandon & Hollingshead, 2004 ).”