8. Information processing in traditional, hybrid, and virtual teams: From nascent knowledge to transactive memory

Griffith, Terri L.; Neale, Margaret A.

doi:10.1016/s0191-3085(01)23009-3

Cited by 195 publications

(177 citation statements)

References 80 publications

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“…Virtualness, defined as time that team members spend apart on tasks, is suggested to negatively influence collective knowledge and shared understanding (Griffith et al, 2003), and to negatively influence development of a shared cognitive structure (Griffith & Neale, 2001). The negative influence is explained by the diminishing level of integration and loyalty between employee and organization in highly virtual teams.…”

Section: Knowledge Transfermentioning

confidence: 99%

Knowledge processes in virtual teams: consolidating the evidence

Fang

Kwok

Schröeder

2012

Behaviour & Information Technology

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Alavi and Leidner (2001) (i.e., creation, transferring, storage/retrieval and application) INTRODUCTIONThe globalization of business competition and a growing need for customer responsiveness in the past few decades have caused an increasing number of firms to undergo dramatic organizational changes (Miles & Snow, 1992). Organizations transform to networks by flattening organizational structure and establishing inter-organizational links (Davidow & Malone, 1992). This change has promoted contemporary firms to coordinate activities that span geographical and organizational boundaries (Townsend et al., 1998). It has also increased the need for utilizing decentralized, specialized knowledge and expertise (Alavi & Tiwana, 2002;Boutellier, 1998;Penrose, 1959). Virtual teams have emerged to allow organizations to overcome these geographical boundaries and to address the emerging knowledge needs (Powell et al., 2004;Workman, 2007).Virtual teams constitute essential structures in today's organizations (Siebdrat et al., 2009). An internal virtual workforce survey of twelve hundred employees in Intel Corporationreveals that approximately 70 percent of the Intel workforce collaborates with people in different time zones without meeting face to face (Intel Corporation, 2004). Accenture, an international IT systems consulting firm, rests its viability on the performance of "customerintimate" project teams coordinated among dispersed sites (Accenture., 2005 ). Virtual teams form an essential part of today's organizations with important implications for teamwork and collaboration.A crucial aspect of virtual teams is the knowledge process among the team members. In fact, the main driver for building virtual teams is the prospect of integrating the dispersed knowledge and expertise of the team members (Alavi & Tiwana, 2002;Boutellier, 1998).However, while virtual teams are established to support knowledge integration it has been recognized that the virtual collaboration environment inhibits the team's knowledge 3 processes. The geographic dispersion and the reliance on information technologies hinder team members to create, transfer, store and apply knowledge (Alavi & Tiwana, 2002;Cramton, 2001;Griffith et al., 2003). Studies in innovation management (Ahuja, 2000) and organizational learning (Walsh, 1995) highlight how the distributed nature of cognition and the diversity of knowledge in team settings creates challenges for team learning and knowledge processes. These challenges become even more pronounced when the interaction among teams are virtual (Alavi & Tiwana, 2002).Virtual teams are in a "catch-22" situation: the opportunities of integrating dispersed knowledge promotes the emergence of virtual teams; at the same time virtual teams are arguably less capable of identifying and leveraging the collective knowledge of their members than traditional teams are. Recognizing this paradox is highly important for virtual team members as effective knowledge exchange and utilization is not achieved until the team has id...

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Section: Knowledge Transfermentioning

confidence: 99%

Knowledge processes in virtual teams: consolidating the evidence

Fang

Kwok

Schröeder

2012

Behaviour & Information Technology

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“…And teams implicitly influence their less experienced members through example or exposure to expert mental models (Hackman, 1992). Moreover, when placed in a team, inexperienced workers may be able to identify experienced colleagues more easily than within the firm more broadly (Griffith & Neale, 2001;Singh et al, 2010;Zhang, Hempel, Han, & Tjosvold, 2007). Therefore, in the present research we explore whether inexperienced workers' teams influence their knowledge sourcing.…”

Section: Introductionmentioning

confidence: 99%

The Rich Get Richer: Enabling Conditions for Knowledge Use in Organizational Work Teams

Valentine¹,

Tan

Staats

et al. 2012

SSRN Journal

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This paper develops and tests a multi-level model that links individual and team experience with knowledge sourcing (specifically, knowledge repository (KR) use). Prior research theorizes that experienced workers source more than inexperienced workers because they have stronger information processing capabilities that motivate their search. Other research, however, suggests that teams source less as they gain experience because they develop and perpetuate set ways of thinking about problems. Which effect dominates the sourcing behavior of individuals working in teams? We argue that individual knowledge-sourcing behavior is shaped by both individual and team attributes and we provide an empirical test of new theory. Specifically we suggest that both individual capabilities and team average experience influence team member knowledge sourcing, and argue that there is an interaction between individual and team experience (meaning rookies and veterans working on inexperienced or experienced teams will be influenced differently). We find empirical support for this model. Team experience does not affect veteran team member knowledge sourcing, unless the team is very experienced; then, veterans slow their KR use. Rookies are more influenced by team composition: when working on teams with too little experience, too much experience, or a disparity of experience, rookie KR sourcing is limited. Yet on moderately experienced teams, rookies use almost on par with veterans. Importantly, limited KR use by highly experienced teams does not appear to be a savvy choice for exploiting team resources: KR use predicts team performance and the effect is not moderated by team experience.

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“…Firstly, the week-long FTF interaction of team members would afford us the scope to analyse how decision-making effectiveness in later phases was impacted by initial interactions (Kennedy, Vozdolska, et al, 2010). Secondly, the programme would allow us to investigate our hypotheses in the context of virtual teams, a literature especially concerned with TMS (Griffith & Neale, 2001;Peltokorpi, 2008) and wherein there have been recent calls from leading scholars for a more nuanced understanding of how diversity interacts with innovation and creativity (Gilson, Maynard, Jones young, Vartiainen, & Hakonen, 2015). Fourthly, the programme provided us with an entrepreneurial setting for our investigation that allowed us to address a number of the aforementioned gaps in the literature.…”

Section: Research Settingmentioning

confidence: 99%

Intuitive decision-making and deep level diversity in entrepreneurial ICT teams

Organ

O'Flaherty

2016

Journal of Decision Systems

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Business information systems, university college cork, cork, ireland ABSTRACT Intuition, which ranges in style from affective to inferential to holistic (Pretz et al. 2014) can play a central role in decision-making, as decision makers must often balance intuition with rational analytical thinking. This paper explores the influence of intuition based decision style diversity on both the emergence of transactive memory systems (TMS) and team performance in an entrepreneurial setting. The uncertainty of an entrepreneurial setting leads to a greater emphasis on intuitive thinking in the team context. However, intuition as a basis for decision-making manifests itself in a variety of forms. And not all forms of intuitive tendencies lend themselves to a team decisionmaking context that is cohesive, or to decisions that are strategically coherent. Given that a diversity of intuitive tendencies is likely to be found in every team setting, and as such may exert a considerable influence on the decision-making process, we develop hypotheses in order to investigate the nature of this influence. Drawing on data collected from 188 participants across 22 countries and split into 48 entrepreneurial ICT teams, our findings show strong support for the influence of intuitive decision style diversity on both team level states and team performance. The explanatory model developed has significant implications for contemporary understanding of decisionmaking teams, deep-level diversity, the entrepreneurial process, and TMS research.

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8. Information processing in traditional, hybrid, and virtual teams: From nascent knowledge to transactive memory

Cited by 195 publications

References 80 publications

Knowledge processes in virtual teams: consolidating the evidence

Knowledge processes in virtual teams: consolidating the evidence

The Rich Get Richer: Enabling Conditions for Knowledge Use in Organizational Work Teams

Intuitive decision-making and deep level diversity in entrepreneurial ICT teams

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