Transactive memory in organizational groups: the effects of content, consensus, specialization, and accuracy on group performance.

By John R. Austin. Journal of Applied Psychology, 2003

670 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4919192462901d4e3cebcb67653f1ff21e2c78aa

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Citations in the corpus

Unlocking Founding Team Prior Shared Experience: A Transactive Memory System Perspective (2012, methodology): “Researchers have argued that transactive memory systems should be viewed in specific task environments (Austin, 2003; Brandon and Hollingshead, 2004).”
Understanding reactions to job redesign: A quasi-experimental investigation of the moderating effects of organizational context on perceptions of performance behavior. (2006, background): “transactive memory; when work team members are aware of “who knows what,” they tend to have higher performance ( Austin, 2003 ).”
A functional model of hierarchy (2011, background): “Hierarchy should also support effective transactive memory processes in organizations (Austin, 2003; Brandon & Hollingshead, 2004; Liang, Moreland, & Argote, 1995; Moreland & Myaskovski, 2000).”
The Effects of Critical Team Member Assertiveness on Team Performance and Satisfaction (2006, background): “Given that transactive memory has repeatedly been linked to team effectiveness (e.g., Austin, 2003; Ellis, in press; Lewis, 2003, 2004), we suggest that transactive memory represents the mechanism through which critical team member dispositional assertiveness influences team effectiveness.”
6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, background): “In a field study of teams in a consumer products organization, Austin (2003) found that TEAM LEARNING 14 transactive memory accuracy (the extent to which group members accurately identify each other's knowledge) was a better predictor of task performance (financial goal achievement) than other…”
Mental models in design teams: a valid approach to performance in design collaboration? (2007, result): “Although most studies focus on shared in the meaning of overlapping or similar, there are also studies that investigate the effects of diversity on team performance (e.g. Austin 2003).”
Group Decision Making Under Conditions of Distributed Knowledge: The Information Asymmetries Model. (2007, background): “Recently, measures for evaluating the extent to which natural groups in organizations possess effective transactive memory systems have been developed and were found to relate positively to measures of performance (Austin, 2003; Lewis, 2003).”
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, background): “…processes associated with effective teamwork, such as developing trust and cohesion in the team (Zaccaro et al., 2001), communication (Warkentin & Beranek, 1999), and developing shared mental models and transactive memory within the team (Austin, 2003; Kozlowski, Gully, Nason, & Smith, 1999).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, methodology): “, Austin, 2003; Rulke & Rau, 2000). Accordingly, TMSs should benefit teams through enhanced communication and coordination as a result of the groups’ awareness of the collective knowledge that is available and where it resides within the team (e.g., Wegner, 1986). For example, Rulke and Rau (2000: 3”
Enhancing the Effectiveness of Work Groups and Teams (2006, background): “As research on transactive memory goes forward, there is a need to expand on the formative work (e.g., Austin, 2003; Lewis, 2003, 2004) that examined its formation, emergence, and effects in work teams (Mohammed & Dumville, 2001).”
First, get your feet wet: The effects of learning from direct and indirect experience on team creativity (2010, positive): “Teams with well-developed TMS have been shown to perform better than teams lacking them (e.g., Austin, 2003; Hollingshead, 2000; Lewis, 2003; Liang, Moreland, & Argote, 1995; Moreland, Argote, & Krishnan, 1996; Moreland & Myaskovsky, 2000).”
The cognitive underpinnings of effective teamwork: a meta-analysis. (2010, background): “ability afforded to teams, and the credibility or beliefs about the reliability of one another’s knowledge (Austin, 2003; Lewis, 2003).”