Can transactive memory system improve top management team’s creativity? The moderating role of team identity

Abstract

Whether transactive memory system can improve top management team’s creativity is an important issue that remains to be solved. Based on the theory of information processing, social exchange, upper echelons and social identity, this study proposed a theoretical model to answer the question whether transactive memory system could improve top management team’s creativity, introduced team identity as a moderator simultaneously. Hierarchical regression analysis of data obtained from 527 executives in 46 top management teams revealed team expertise, team trust and team coordination separately had a significant positive impact on top management team’s creativity; Team identity partially moderated the relationship between transactive memory system and top management team’s creativity. According to these findings, transactive memory system could promote top management team’s creativity, and team identity enhanced the positive effects of team expertise and team coordination on top management team’s creativity. These made up for the lack of theoretical research on the relationships among transactive memory system, top management team’s creativity and team identity, could provide scientific guidance to conduct transactive memory system practice, improve top management team’s creativity.

This is a preview of subscription content, access via your institution.

Fig. 1
Fig. 2
Fig. 3

References

  1. Bachrach, D. G., & Mullins, R. (2019). A dual-process contingency model of leadership, transactive memory systems and team performance. Journal of Business Research, 96, 297–308.

  2. Cao, X. F., & Ahsan, A. (2018). Enhancing team creative performance through social media and transactive memory system. International Journal of Information Management, 39, 69–79.

    Article  Google Scholar 

  3. Chae, S. W., Seo, Y. W., & Lee, K. C. (2015). Task difficulty and team diversity on team creativity: Multi-agent simulation approach. Computers in Human Behavior, 42(1), 83–92.

  4. Chang, T., Liu, Z. Q., & Jing, B. F. (2016). Paternalistic leadership and team creativity: New discovery based on the ternary theory. R&D Management, 28(1), 62–72.

    Google Scholar 

  5. Chen, W. C., & Zhang, Y. M. (2017). Effects of team heterogeneity on team creativity: The mediating role of team learning behavior and the moderating role of team identity. Forum on Science and Technology in China, 9, 178–185.

    Google Scholar 

  6. Jenny, M. R., Maríadel, M. F., & Matilde, R. (2016). Knowledge combination capability and innovation: The effects of gender diversity on top management teams in technology-based firms. Journal of Business Ethics, 135(3), 503–515.

    Article  Google Scholar 

  7. Heavey, C., & Simsek, Z. (2017). Distributed cognition in top management teams and organizational ambidexterity: The influence of transactive memory systems. Journal of Management, 43(3), 919–945.

    Article  Google Scholar 

  8. Kim, M. (2017). Effects of team diversity, transformational leadership, and perceived organizational support on team-learning behavior. Social Behavior and Personality, 45(8), 1255–1270.

    Article  Google Scholar 

  9. Lewis, K., Lange, D., & Gillis, L. (2005). Transactive memory systems, learning, and learning transfer. Organization Science, 16(6), 581–598.

    Article  Google Scholar 

  10. Liu, X. H. (2017). Effects of TMT external team processes on strategic decision performance under the new normal: The moderating effects of team reflexivity. Systems Engineering, 35(1), 38–45.

    Google Scholar 

  11. Lü, Y. J., Chen, S. M., & Shao, W. L. (2018). Transactive memory systems of top management teams and firm performance: The mediating role of strategic flexibility. Nankai Business Review, 21(1), 216–224.

    Google Scholar 

  12. Mo, S. J., Ling, C. D., & Xie, X. Y. (2019). The curvilinear relationship between ethical leadership and team creativity: The moderating role of team faultlines. Journal of Business Ethics, 154(1), 229–242.

    Article  Google Scholar 

  13. Park, W., Lew, J., & Lee, E. (2018). Team knowledge diversity and team creativity: The moderating role of status inequality. Social Behavior and Personality, 46(10), 369–376.

    Article  Google Scholar 

  14. Pei, G. (2017). Structuring leadership and team creativity: The mediating role of team innovation climate. Social Behavior and Personality, 45(3), 369–376.

    Article  Google Scholar 

  15. Peñarroja, V., Orengo, V., Zornoza, A., Sánchez, J., & Ripoll, P. (2015). How team feedback and team trust influence information processing and learning in virtual teams: A moderated mediation model. Computers in Human Behavior, 48(7), 9–16.

  16. Rong, P. F., & Ge, Y. H. (2014). Research of ELMAN neural network model for TMT decision performance evaluation in science and technology enterprises. Journal of Modern Information, 34(3), 110–114.

    Google Scholar 

  17. Rong, P. F., Ge, Y. H., & Xu, M. (2013). TMT transactive memory system, team reflexivity and strategic consistency. Industrial Engineering and Management, 18(6), 14–19.

    Google Scholar 

  18. Rong, P. F., Su, Y., & Zhang, L. (2019). CEO transformational leadership, TMT's cognitive decision-making behavior and enterprise decision performance: The moderating effect of team climate. Journal of Fudan University, 2(3), 211–221.

    Google Scholar 

  19. Shin, S. J., & Zhou, J. (2007). When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator. Journal of Applied Psychology, 92(6), 1709–1721.

    Article  Google Scholar 

  20. Van Der Vegt, G. S., & Bunderson, J. S. (2005). Learning and performance in multidisciplinary teams: The importance of collective team identification. Academy of Management Journal, 48(3), 532–547.

    Article  Google Scholar 

  21. Venkataramani, V., & Tangirala, S. (2010). When and why do central employees speak up? An examination of mediating and moderating variables. Journal of Applied Psychology, 95(3), 582–591.

    Article  Google Scholar 

  22. Wang, Y. Y., Huang, Q., Robert, M. D., & Yang, F. (2018). Effect of transactive memory systems on team performance mediated by knowledge transfer. Journal of Applied Psychology, 41(8), 65–79.

    Google Scholar 

  23. Wei, H. Y., Song, J., & He, C. Q. (2017). Moral leadership and employee creativity: The mediating roles of LMX and team identification. Soft Science, 31(10), 76–80.

    Google Scholar 

  24. Xu, J. S., & Chen, S. (2017). A multilevel research on the relationship between leader psychological capital and follower creativity: The mediation role of follower psychological capital and moderation role of team trust. Forecasting, 36(6), 1–8.

    Google Scholar 

  25. Yang, J. P., Hou, N., & Deng, X. (2014). Influence of member heterogeneity on team innovation performance based on learning space: Moderating role of team identity on learning space. Chinese Journal of Management, 11(7), 1021–1028.

    Google Scholar 

  26. Zhang, Z. Y., Zhao, S. M., Zhou, L. L., & Qin, W. P. (2014). A study on the impact of mechanism of implicit coordination on team creativity: The moderating effects of task characteristics. Science of Science and Management of S.& T., 35(1), 173–180.

    Google Scholar 

  27. Zhao, L., Han, Y., Luo, J. L., & Zhong, J. (2018). Influence mechanism of differential leadership in knowledge teams. R&D Management, 30(3), 64–74.

    Google Scholar 

  28. Zhu, J. W., & Peng, J. J. (2017). Study on the effects of top management team characteristics on firm performance: The moderating effect of the degree of internationalization. Soft Science, 31(6), 81–85.

    Google Scholar 

Download references

Funding

This research was supported by: General Project of the National Social Science Fund (17BGL097), Youth Fund for Humanities and Social Sciences Research of Education Ministry in China (20YJC630117), General Project of Philosophy and Social Science Planning in Shanghai (2019BGL025), “the Legalization and Refinement of Urban Grassroots Governance” Workshop of Shanghai Normal University.

Author information

Affiliations

Authors

Corresponding author

Correspondence to Pengfei Rong.

Ethics declarations

Ethical Approval

This article does not contain any studies with animals performed by any of the authors. All procedures performed in studies involving human participants were in accordance with both the ethical standards of the institutional and/or national research committee and the Academic Ethics and Ethics Committee of Shanghai Normal University.

Informed Consent

Informed consent was obtained from all individual participants included in the study.

Conflict of Interest

Author A declares that he has no conflict of interest. Author B declares that she has no conflict of interest.

Additional information

Publisher’s Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Rights and permissions

Reprints and Permissions

About this article

Verify currency and authenticity via CrossMark

Cite this article

Rong, P., Xie, J. Can transactive memory system improve top management team’s creativity? The moderating role of team identity. Curr Psychol (2021). https://doi.org/10.1007/s12144-021-01507-y

Download citation

Keywords

  • Transactive memory system
  • Top management team’s creativity
  • Team identity
  • Team expertise
  • Team trust
  • Team coordination