Non -Contributors to Transactive Memory: Team Responses and Team Effectiveness
Gupta, Naina
This item is only available for download by members of the University of Illinois community. Students, faculty, and staff at the U of I may log in with your NetID and password to view the item. If you are trying to access an Illinois-restricted dissertation or thesis, you can request a copy through your library's Inter-Library Loan office or purchase a copy directly from ProQuest.
Permalink
https://hdl.handle.net/2142/84549
Description
Title
Non -Contributors to Transactive Memory: Team Responses and Team Effectiveness
Author(s)
Gupta, Naina
Issue Date
2006
Doctoral Committee Chair(s)
Andrea B. Hollingshead
Department of Study
Business Administration
Discipline
Business Administration
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Business Administration, Management
Language
eng
Abstract
This dissertation examined the consequences of non contribution to transactive memory system in virtual teams. It considered four types of actions (performing, facilitating, compelling and inducing) taken by teams in response to non-contribution and examined the extent to which the type of transactive memory system in the team and the cause attributed to the non-contribution influenced the type of action. It also investigated how the type of action taken, influenced the satisfaction and performance of the team. An experiment was conducted which tested these propositions by manipulating transactive memory system and attribution in four-member student teams with a confederate playing the role of a non-contributor. Ninety teams, interacting via computers, performed a conjunctive, decision-making task. The results showed that members of teams with both types of transactive memory systems are significantly more likely to respond with actions that are most efficient towards getting the task completed such as performing or facilitating actions. Moreover, the type of transactive memory system in the team directly influenced the satisfaction with the team. In addition, members of teams which attributed the non-contribution to low effort were marginally more likely to respond with compelling and less likely to respond with performing actions, than members of teams which attributed the non-contribution to low ability. Lastly, the type of transactive memory in the team significantly influenced levels of cohesion and conflict in the teams. The implications of these results for transactive memory system and virtual team research, as well as for organizations are discussed.
Use this login method if you
don't
have an
@illinois.edu
email address.
(Oops, I do have one)
IDEALS migrated to a new platform on June 23, 2022. If you created
your account prior to this date, you will have to reset your password
using the forgot-password link below.
