Perceptions of Expertise and Transactive Memory in Work Relationships

By Andrea B. Hollingshead. 2000

189 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b2ad62c6c71a6d3e9780c8a60e7fadba27886bcc

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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).”
Cohesion and performance in groups: a meta-analytic clarification of construct relations. (2003, background): “…cohesive groups to have increased efficiency of language behavior (Mickelson & Campbell, 1975), greater team mental model convergence (Mathieu, Heffner, Goodwin, Salas, & Cannon-Bowers, 2000), and greater use of transactive memory systems (Hollingshead, 1998, 2000; Wegner, Erber, & Raymond, 1991).”
Explaining Knowledge Sharing (2006, background): “Generally, in work settings, people are quick to establish who knows what and who performs better in which area to make the group more productive (Hollingshead, 1998, 2000; Stasser, Stewart, & Wittenbaum, 1995).”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, background): “A TMS is the cooperative division of labor for learning, remembering, and communicating team knowledge (Hollingshead, 2000; Wegner, 1987).”
Coordinating Expertise Among Emergent Groups Responding to Disasters (2007, background): “Early TMS studies examined dyads and intact small groups where credibility in member knowledge was invariably high because of close social relationships or past interaction history (Hollingshead 1998a, 2000; Liang et al. 1995).”
First, get your feet wet: The effects of learning from direct and indirect experience on team creativity (2010, unknown): “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).”
Gender Stereotypes and Assumptions about Expertise in Transactive Memory (2003, unknown): “Transactive memory systems have been observed in many types of groups including dating couples (Hollingshead, 1998a, 1998b; Wegner, Erber, & Raymond, 1991), co-workers (Hollingshead, 2000), and laboratory work groups (Hollingshead, 1998c; Liang, Moreland, & Argote, 1995; Moreland & Myaskovsky, 2000;”
Transactive Memory Systems (2008, background): “…TMS in intimate couples (Hollingshead, 1998a, 1998c; Johansson, Andersson, & Röennberg, 2000, 2005; Wegner, Erber, & Raymond, 1991), expert perception and learning in TMS (Hollingshead, 2000; Hollingshead & Fraidin, 2003), and TMS structures and functioning (Fraidin, 2004; Hollingshead, 2001).”
Transactive Memory Systems in Organizations: Matching Tasks, Expertise, and People (2004, background): “A number of indirect sources—stereotypes based on demography, third-party comments, e.g., from friends or coworkers, and varieties of written communications— can be used to form the basis for a transactive memory system (Wegner 1987, Hollingshead 2000).”