Exploring the Performance Benefits of Group Training: Transactive Memory or Improved Communication?

By R. Moreland, L. Myaskovsky. 2000

677 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/447e637581bb28ae7002050498466f62fa0390a0

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Citations in the corpus

The Impact of Knowledge Coordination on Virtual Team Performance Over Time (2007, background): “…with effective TMS exhibit three dimensions of behavioral abilities—recognizing, trusting, and coordinating specialized knowledge among team members— and such dimensions have a positive impact on team performance (Hollingshead 2000; Liang et al. 1995; Moreland 1999; Moreland and Myaskovsky 2000).”
Measuring transactive memory systems in the field: scale development and validation. (2003, methodology): “Past laboratory studies have also consistently shown TMSs to predict higher performance in couples’ recall (Hollingshead, 1998a, 1998b) and work team performance (Liang et al., 1995; Moreland & Myaskovsky, 2000).”
Transactive memory in organizational groups: the effects of content, consensus, specialization, and accuracy on group performance. (2003, result): “Previous studies have shown the positive relationship between transactive memory systems and group performance (Moreland, 1999; Moreland & Myaskovsky, 2000; Lewis, 2003).”
Transactive Memory Systems 1985–2010: An Integrative Framework of Key Dimensions, Antecedents, and Consequences (2011, background): “Moreland and Myaskovsky (2000) created “artificial” transactive memory systems by giving written feedback about members’ specialty to groups whose members were trained individually and found those groups performed as well as groups whose members were trained together and better than groups whose…”
The Effects of Team-Skills Training on Transactive Memory and Performance (2007, methodology): “Higher levels of team process skills may also affect the third component of transactive memory within teams: task credibility, defined by Moreland (Liang et al., 1995; Moreland, 1999; Moreland & Myaskovsky, 2000) as the trust that team members have in each other’s knowledge of the task.”
Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture (2007, background): “Such development practices include group training ( Moreland & Myaskovsky, 2000 ) and crosstraining or job rotations (Hargadon & Sutton, 1997).”
Feedback, a powerful lever in teams: A review (2012, background): “Performance feedback was shown to positively impact two team outcomes: group performance and job satisfaction (Hunter, 2006; Moreland & Myaskovsky, 2000).”
Explaining Knowledge Sharing (2006, background): “…processes have been found to be vitally important to organizations in terms of objective productivity (Mathieu, Heffner, Goodwin, Salas, & Cannon-Bowers, 2000; Moreland & Myaskovsky, 2000), this study underscores the importance of managing the communication and job climate in an organization.”