 A dual-process contingency model of leadership, transactive memory systems and team performanceDaniel G. Bachrach and Ryan Mullins Journal of Business Research, 2019, vol. 96, issue C, 297-308 Abstract: In complex markets, use of teams is becoming more prevalent to capitalize on shared knowledge and expertise across members – often called transactive memory systems (TMS). For organizations to execute and benefit from a transactive memory approach, it is critical to improve understanding of how leadership and external environments influence translation of TMS into improved performance. Drawing on leadership, transactive memory and contingency theories we examine internal and external factors to explain team performance via TMS. Using data from 79 sales teams in a Fortune 250 industrial goods and services firm, we find that transformational leadership has a stronger relationship with TMS in smaller teams and transactional leadership has a stronger relationship with TMS in less tenured teams. Finally, our results also indicate that the strength of the relationship between TMS and team performance depends on market dynamism. Implications of these results for theory and practice are discussed. Keywords: Transactive memory systems; Leadership; Market dynamism; Sales team performance (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:96:y:2019:i:c:p:297-308 DOI: 10.1016/j.jbusres.2018.11.029 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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