Knowledge and Performance in Knowledge-Worker Teams: A Longitudinal Study of Transactive Memory Systems

By Kyle Lewis. Management Sciences, 2004

700 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/63f6e5f5ba4a11c4e51928c554d527a8f35af0c9

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Citations in the corpus

The Double-Edged Swords of Autonomy and External Knowledge: Analyzing Team Effectiveness in a Multinational Organization (2010, background): “…study arise from limitations of the data, which did not allow for examination of internal team relations that could increase or decrease the advantages of autonomy and external knowledge, such as “transactive memory systems” (e.g., Lewis, 2004) or subgroup conflict (e.g., Gibson & Vermeulen, 2003).”
Unlocking Founding Team Prior Shared Experience: A Transactive Memory System Perspective (2012, methodology): “This scale has been widely adopted by prior studies utilizing the transactive memory system construct (Lewis, 2004; Rau, 2005; Yuan et al., 2010; Zhang et al., 2007).”
Group cognition, membership change, and performance: Investigating the benefits and detriments of collective knowledge ☆ (2007, background): “Field studies also show that TMSs help organizational workgroups perform well, suggesting that TMSs may provide benefits across a variety of group contexts (Austin, 2003; Faraj & Sproull, 2000; Lewis, 2003, 2004).”
Enhancing the Effectiveness of Work Groups and Teams (2006, background): “A related paper that appears to be based on a portion of the same data (Lewis, 2004) concluded that frequent face-toface communication (but not other forms of communication) facilitated the formation of transactive-memory systems and that transactive memory was related to team performance and…”
When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance (2013, background): “For example, complex tasks that require a high level of process coordination may benefit from a more dominating or autocratic approach to team leadership as long as there is a true differentiation of expertise and the leader can accurately identify each member’s expertise (Lewis, 2004).”
The Contingent Effects of Training, Technical Complexity, and Task Interdependence on Successful Information Systems Implementation (2007, background): “coordination that contributes to improving group performance (Argote 2005; Brandon and Hollingshead 2004; Lewis 2004).”
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.”
Dynamic Managerial Capabilities (2015, background): “A TMS refers to the understanding within a group of which individuals possess which sorts of knowledge (Wegner, 1987) or, more broadly, to “the cooperative division of labor for learning, remembering, and communicating team knowledge” (Lewis, 2004: 1519).”
Advancing Multilevel Research Design (2013, background): “…Goodwin, Salas, & Cannon-Bowers, 2000), leadership (DeChurch & Marks, 2006), and training (Liang, Moreland, & Argote, 1995; Marks, Sabella, Burke, & Zaccaro, 2002) to team effectiveness outcomes such as team performance and viability (DeChurch & Mesmer-Magnus, 2010a, 2010b; K. Lewis, 2004).”
The Effects of Team-Skills Training on Transactive Memory and Performance (2007, background): “Rulke and Rau’s (2000) findings are further supported by K. Lewis (2004) in her longitudinal study of the natural development of transactive memory systems in organizational teams.”
Person-Group Fit (2015, background): “A shared understanding of specialization, credibility, and coordinating of information is particularly important for complex and nonroutine tasks, in which carrying out projects requires wide expertise (Lewis, 2004).”
Interactive Effects of Team and Task Shared Mental Models as Related to Air Traffic Controllers' Collective Efficacy and Effectiveness (2009, background): “Thinking beyond merely linear and interactive effects, Mohammad and Dumville (2001) argued that different forms of SMMs should be considered in concert with other forms of collective cognition such as transactive memory ( Lewis, 2004 ).”
When Hierarchy Wins (2012, background): “repeatedly on the court, thus facilitating implicit coordination (Rico, Sanchez-Manzanares, Gil, & Gibson, 2008) and team transactive memory systems (Lewis, 2004).”
Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations (2017, background): “For example, at a basic level, engaging in CVL increases individuals’ awareness of what others in the organization know—what has been termed transactivememory (Lewis, 2004; Lewis, Lange, & Gillis, 2005; Moreland & Argote, 2003).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “Lewis (2004) reported a positive relationship between the presence of TMSs and both team performance and viability.”
Dynamically Integrating Knowledge in Teams: Transforming Resources into Performance (2012, unknown): “By working with each other over time, group members learn who has what expertise (e.g., HoUingshead, 1998; Lewis, 2004) and how much information they need to retrieve and provide in a given situation.”