From individuals to the organization

Abstract

Purpose This study aims to develop a process model that details the mechanisms and learning processes by which entrepreneurial learning transpires at multiple levels in the organization. Using the transactive memory system (TMS) framework as a reference, the model specifies how individual streams of knowledge are routinized in nonhuman elements and, over time, become embedded in organizational routines and procedures. Design/methodology/approach The research uses a case-study methodology building on 18 in-depth semi-structured interviews, 20 h of non-participative observations and internal company documents. Findings The study demonstrates that knowledge is channeled from individuals to the organization via mechanisms that operate at the venture-team level – principally externalizing distinctions; rotating task work; co-constructing the task; and routinizing behavior. These mechanisms are fundamental for creating knowledge repertoires on which team members can build and for channeling different knowledge domains into the organization. Originality/value The study offers a dynamic view of entrepreneurial learning, underlining the structural and transactive components of TMS as being foundational for embedding knowledge in organizational routines and procedures.

Development of transactive memory systems in new venture teams

“…This article provides detailed evidence of the dynamic development of TMSs (Lewis and Herndon, 2011;Ren and Argote, 2011) in NVTs, extending our understanding of how TMSs enable the integration and coordination of the collective expertise of NVT member during the development of the business idea (Dai et al, 2017;El-Awad, 2019;Kollmann et al, 2020;Lazar et al, 2022). Moreover, this study addresses the call to examine TMS processes at both the individual (self-assessment and assessment of co-members) and collective (role formalisation, decision-making) levels (Yuan et al, 2010;Lewis and Herndon, 2011), extending the work of Michinov and Juhel (2018) -who examined TMSs from a multilevel perspective -by applying a multilevel perspective to the context of newly formed self-organising teams (NVTs).…”

“…In addition, research shows that TMSs can increase a new venture’s entrepreneurial orientation (Dai et al, 2016; Kollmann et al, 2020) and enhance ambidexterity (Dai et al, 2017), supporting NVTs during the discovery, evaluation and exploitation of entrepreneurial opportunities (Kollmann et al, 2020). Finally, TMSs help NVTs develop learning systems that can result in superior performance (El-Awad, 2019; Lazar et al, 2022). More precisely, El-Awad (2019) demonstrates how TMSs enable individual experience to become gradually embedded in organisational routines, fostering multilevel entrepreneurial learning in new ventures.…”

“…Furthermore, prior research on TMSs in NVTs reveals that TMSs enable the effective integration of NVT member expertise (Zheng, 2012) and allow NVTs to respond better to unexpected events (Zheng and Mai, 2013). TMSs are also found to enhance new venture entrepreneurial orientation (Dai et al, 2016; Kollmann et al, 2020), improve ambidexterity (Dai et al, 2017), facilitate learning in NVTs and thus, lead to better entrepreneurial outcomes (El-Awad, 2019; Lazar et al, 2022).…”

“…Hence, from prior – mostly quantitative – research, we can identify the outcomes of teams that have developed TMSs, but we have a scarce understanding of how TMSs were actually developed. In fact, as far as we know, only Schmickl and Kieser (2008), Peltokorpi (2014) and El-Awad (2019) have taken a qualitative approach to examine TMSs, in which they applied single case studies. Consequently, there are limited insights into TMS processes and dynamics that lead to TMS outcomes as well as the processes that can promote the development of TMSs, especially in self-organising teams (Lewis and Herndon, 2011; Ren and Argote, 2011).…”

Organizational memory: a qualitative research study on a multi-cultural organization

“…The essential feedback loop between OM and multi-cultural problems is very difficult because memory does not come from any source or person within the organization, but OM is formed by a variety of cultural patterns over time (Lilley, 2009;Moore, 2020). Organizations may be successful at codifying some of these cultural patterns, but tacit components and organizational structures need serious attention (Ailon-Souday and Kunda, 2003;El-Awad, 2019;Karjalainen, 2020;Wilson et al, 2007). The same logical problems multiply in the multicontextual organizations about how memories are distributed and transiting within organizational context and dynamics.…”