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Transactive Memory and Technology in Work Groups and Organizations

Transactive Memory and Technology in Work Groups and Organizations

Richard L. Moreland, Kristina L. Swanenburg, Jeffrey J. Flagg, Joshua D. Fetterman
Copyright: © 2010 |Pages: 31
ISBN13: 9781615207299|ISBN10: 1615207295|ISBN13 Softcover: 9781616922443|EISBN13: 9781615207305
DOI: 10.4018/978-1-61520-729-9.ch014
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MLA

Moreland, Richard L., et al. "Transactive Memory and Technology in Work Groups and Organizations." E-Collaborative Knowledge Construction: Learning from Computer-Supported and Virtual Environments, edited by Bernhard Ertl, IGI Global, 2010, pp. 244-274. https://doi.org/10.4018/978-1-61520-729-9.ch014

APA

Moreland, R. L., Swanenburg, K. L., Flagg, J. J., & Fetterman, J. D. (2010). Transactive Memory and Technology in Work Groups and Organizations. In B. Ertl (Ed.), E-Collaborative Knowledge Construction: Learning from Computer-Supported and Virtual Environments (pp. 244-274). IGI Global. https://doi.org/10.4018/978-1-61520-729-9.ch014

Chicago

Moreland, Richard L., et al. "Transactive Memory and Technology in Work Groups and Organizations." In E-Collaborative Knowledge Construction: Learning from Computer-Supported and Virtual Environments, edited by Bernhard Ertl, 244-274. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-61520-729-9.ch014

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Abstract

Transactive memory is a shared awareness among individuals about who knows what. Many studies show that work groups can develop transactive memory systems, and that groups whose systems are stronger perform better. Although organizations have been studied less often in this regard, the available evidence suggests that they can develop transactive memory systems too, and that stronger systems improve their performance as well. Technology can be a tool for strengthening transactive memory systems in work groups and (especially) organizations. Unfortunately, workers often resist using such technology, which limits its effectiveness. Several explanations for that resistance are considered, but the major problem is that workers simply prefer to locate and share their knowledge using interpersonal rather than technological methods. Instead of attempting to overcome this preference, it might be wiser for organizations to explore ways to strengthen interpersonal methods of sharing knowledge among workers.

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