Previous research indicates that couples can experience 'collaborative facilitation', overcoming the typical memory inhibition seen in other groups. However, there are a range of potential mechanisms for this effect, and the role of personalised and distinctive cue content in facilitating recall has not been directly tested. We aimed to examine how cues provided by a romantic partner are similar or different to those provided by a stranger. Across two experiments involving a word list recall task, we compared the qualities and effectiveness of self-generated, partner-generated, and stranger-generated cues. Results showed that partner-generated cues were more idiosyncratic and personalized than those from strangers, resembling self-generated cues. In Experiment 1, we found that partner-generated cues were significantly more effective than stranger-generated cues in supporting recall performance. In Experiment 2, the perceived source of the cues influenced their effectiveness, highlighting the interplay of content and context. These findings suggest that the cues that couples provide for each other canenhance memory performance, offering personalised cue content as a potential mechanism for the theorised benefits of transactive memory systems in established groups.

With the rapid advancement of artificial intelligence (AI), especially the widespread adoption of large language models (e.g., ChatGPT), the role of AI in team collaboration is undergoing profound transformation. Prior research suggests that improvements in team effectiveness largely depend on the knowledge complementarity among team members and the development of shared mental models. However, the underlying mechanisms through which these factors operate in human–AI teams remain insufficiently understood. Grounded in shared mental model theory and transactive memory system theory and informed by a cognitive complementarity framework within human–AI teams, this study develops a cognitive mechanism model for team collaboration. A 2 (team type: human–human vs. human–AI) × 2 (knowledge complementarity: high vs. low) × 2 (team climate: positive vs. negative) between-subjects experimental design was used to examine how knowledge complementarity affects team effectiveness and member satisfaction via shared mental models, with a focus on moderating effects. A total of 128 participants were recruited to complete a collaborative promotional writing task with the theme “modern communication of classical Western artistic ideals.” The participants co-created a promotional text (within 300 words) with either a human teammate or an AI system powered by the DeepSeek architecture. The results indicate that in human–AI teams, high levels of knowledge complementarity significantly enhance both team effectiveness and member satisfaction. Shared mental models serve as a mediating mechanism, and a positive team climate further amplifies these effects. These findings contribute to a deeper understanding of cognitive structures in human–AI interactions and offer theoretical and practical guidance for the deployment of large language models in collaborative tasks.

Online searching can lead to internet fixation without reducing metacognitive confidence.

In today’s volatile business environment, securing a sustainable competitive advantage hinges on retaining and effectively managing talent. While talent turnover is inevitable, strategic internal human resource (HR) transfers offer a solution to prevent talent outflow and supplement skill gaps. However, previous models for identifying internal substitutes often focus solely on individual work capabilities, neglecting the critical role of group interactions and collaborative structure. Drawing on social network theory, transactive memory systems, and person–group fit, this study proposes a graph-based analytical approach that models the organization as a complex system. Our methodology provides a holistic framework that integrates both (1) individual capabilities and (2) group-level characteristics (e.g., work-relationship networks and cluster-level similarity) to identify the most suitable substitutes. At the macroscopic level, we use an inductive graph neural network (GraphSAGE) to learn node embeddings from a work relationship network constructed from process event logs and to quantify group-level similarity. At the microscopic level, we compute dynamic collaboration intensity, frequency, and task similarity between employees over time. To validate the approach, we develop four simulation scenarios using an enriched incident management process event log and implement them in a SimPy-based simulator, benchmarking against an existing method that considers only individual factors. Across all scenarios, the proposed dual-factor model significantly outperforms the baseline in terms of efficiency, accuracy, and suitability. This research provides a practical, validated algorithm that supports evidence-based workforce management and more effective internal talent allocation.

Purpose This study examines the relationships among Structural Holes (SHs), Chinese Cooperative Culture (CCC) and Tacit Knowledge Integration (TKI) during corporate crises. It further explores the governance mechanism through which knowledge workers construct Transactive Memory Systems (TMS) to facilitate TKI. Design/methodology/approach We employed a mixed-methods approach comprising two studies. Study One combined empirical modeling (792 questionnaires and social network analyses) and scenario experiments (200 participants) to test two hypotheses. Study Two used focused ethnography (55 direct observations, 217 archival documents and 81 semi-structured interviews) to explore the governance mechanism. Findings Our findings show that SH impede TKI during corporate crises. However, CCC moderates this relationship in an inverted U-shape: TKI is highest at moderate SH levels but decreases when SH are either too many or too few. Knowledge workers construct TMS to facilitate TKI through six micro-processes (relational connection, expertise elicitation, affective commitment, cognitive convergence, knowledge synthesis and contextual deployment) across three stages (specialization, credibility and coordination). Originality/value This study makes four contributions: (1) We fundamentally challenge the static, asset-based view of IC treating human, structural and relational capital as passive repositories awaiting extraction by theorizing IC as a crisis-driven network resource dynamically governed through culturally embedded structural mechanisms. (2) We expose culture not as peripheral but as the institutional logic legitimizing IC flows across structural divides, where CCC’s tripartite moral economy resolves brokerage legitimacy paradoxes and enables SH as prosocial governance conduits. (3) We operationalize IC’s “black box” via a granular governance mechanism that transforms structural and cultural resources into crisis resilience. (4) We develop a structure-culture matrix diagnostic tool and cognitive calibration protocols to dynamically align SH density with CCC intensity, optimizing tacit IC mobilization during crises.

We identify and test a theoretical mechanism linking shared team experience and team performance: a transactive memory system (TMS). Our empirical context is the care of patients with severe acute traumatic injury in a hospital emergency department. We coded behavioral indicators of transactive memory from video recordings of trauma resuscitations in a hospital emergency department. We obtained objective measures of team performance -- patient lengths of stay in the intensive care unit and in the hospital -- from hospital records, as well as information about the experience of team members. Our results of analyzing data from 121patients reveal that patients treated by trauma teams with strong TMS experience significantly shorter lengths of stay in the ICU and in the hospital than patients treated by trauma teams with weaker TMS. The magnitude of the effects was large: increasing TMS by one standard deviation was associated with a reduction in hospital length of stay of 3.3 days and a reduction in ICU length of stay of 1.9 days. Experience working together predicted the strength of the team's transactive memory over and above the effect of individual experience. Further, transactive memory mediated or explained the effect of team experience on team performance. These results were robust to multiple sensitivity analyses in which we varied our definition of team experience and our modeling approach and included controls for team, task and context characteristics. We discuss the implications of these findings for strengthening TMS in trauma resuscitation teams and for theories on transactive memory and organizational learning.

Enhancing swarm robotics adaptability through transactive memory integration

Purpose This study aims to examine the sequential mediating roles of transactive memory system (TMS) and team reflexivity in the relationship between digital capabilities and team performance, while also analyzing the moderating effect of team climate on the relationship between TMS and team reflexivity within Pakistan’s hotel industry. Design/methodology/approach Two-wave data collected from 309 employees (103 teams) working in four- and five-star hotels were used to test the proposed hypotheses using the partial least squares structural equation modeling technique. Findings The findings reveal that TMS and team reflexivity sequentially mediate the relationship between digital capabilities and team performance. Furthermore, team climate positively moderates the relationship between TMS and team reflexivity. Practical implications Team performance can be enhanced by promoting digital capabilities, TMS and team reflexivity. Furthermore, incorporating team climate as a boundary condition fosters the effectiveness of TMS and enhances teams’ learning and adaptive capabilities, which are increasingly vital in the hospitality industry. Originality/value Grounded in TMS theory, this study enriches the hospitality literature by explaining how contextual factors and team processes collectively influence team performance.

This study investigates the conditions under which workplace loneliness influences employees’ help-seeking behavior. Drawing on the conservation of resources theory and the theory of planned behavior, we propose that loneliness does not uniformly discourage interpersonal engagement but can motivate help-seeking under certain circumstances. Using survey data from 260 full-time Korean employees, we find that workplace loneliness is positively associated with help-seeking when employees perceive high levels of transactive memory systems or work meaningfulness. These moderating effects suggest that the negative impact of loneliness on help-seeking can be attenuated or reversed when key contextual and motivational resources are present. We discuss the implications of these findings for understanding workplace loneliness as a potentially adaptive response rather than solely a detrimental experience.

ABSTRACT In a constantly evolving business world, the interaction between the different aspects of innovation and knowledge management is becoming increasingly important. This study addresses the underexplored impacts of open innovation, experiential knowledge management, dual‐innovation implementation, and organizational memory in Latin America and the Caribbean. Through an online survey of 172 entrepreneurs and using partial least squares structural equations (PLS‐SEM) the results reflected significant impacts among the study variables. The results reflect that entrepreneurs not only implement innovations by managing and assimilating knowledge, but also transfer and valorize this knowledge in the exploitation phase, thus increasing their competitiveness. The combined use of internal and external knowledge is highlighted to foster a collaborative culture that is key to the effective implementation of innovation. This study is innovative in revealing the cyclical and nonlinear nature of the open innovation process in which organizational memory is crucial. This highlights how organizational memory, transformed into transactive memory, drives a continuous cycle of open innovation strategies, facilitating the dynamic process of information acquisition, encoding, storage, and retrieval.

Transactive memory system and breakthroughs: a multi‑dimensional, contextualized model for inventor teams

Orchestrating entrepreneurial ecosystems through transactive memory systems: a learning-based framework

From social identity to team performance: Linking transactive memory systems and teamwork.

Purpose Drawing on transactive memory system (TMS) theory, this study examines the impact of digital capabilities on team performance through the sequential mediation of transactive memory systems and team ambidexterity within the hotel industry of Pakistan. Design/methodology/approach Data from 103 teams, comprising 309 employees from 4- and 5-star hotels, were utilized to test the proposed hypotheses using partial least squares structural equation modeling (PLS-SEM). Findings The findings indicate that digital capabilities, through the sequential mediation of the TMS and team ambidexterity, have a significant and positive impact on team performance. Practical implications Digital capabilities are not merely operational enablers but also catalysts for team cognition and adaptive learning. Hospitality policymakers may invest in knowledge-sharing platforms, AI-enabled communication tools and collaborative workspaces to build employees' digital proficiency. Such measures can enhance the cognitive and behavioral processes that ultimately lead to superior team performance. Originality/value There is limited research on the role of digital capabilities in enhancing team performance in hospitality. This study adds valuable insights to hospitality literature by examining the sequential impact of cognitive and behavioral mechanisms in translating the effect of digital capabilities on team performance.

Collective forms of leadership and team cognition in work teams: A systematic and critical review.

Exploring the Transactive Memory System in the Team Effectiveness and Social-Emotional Learning of Early Childhood Education Faculty and Student

Abstract This paper examines how small and medium-sized enterprises (SMEs) in an emerging market context convert social commerce engagement into competitive performance. While social commerce is often framed as a democratizing force that lowers market entry barriers for small businesses, its actual impact on business competitiveness remains uneven. Using empirical data from 201 SME owners actively operating on TikTok Shop and Instagram Shop, this study investigates the role of internal structural readiness, specifically transactive memory systems, task specialization, and coordination in shaping performance outcomes. Partial Least Squares Structural Equation Modelling (PLS-SEM) was employed to analyze the relationship between digital engagement and competitive advantage. The results show that social commerce investment alone does not significantly enhance market penetration or sales performance unless supported by internal mechanisms that allow SMEs to manage digital complexity collectively. These findings shift the conversation from adoption-centric models toward organizational capacity and knowledge integration as key enablers of digital competitiveness. By extending the Resource-Advantage Theory of Competition, this study highlights how internal knowledge structures and team adaptability determine the extent to which digital resources can be transformed into market value. The paper contributes to the growing literature on digital transformation among SMEs by offering a structural perspective on performance readiness in the social commerce domain. It also offers managerial implications for SMEs seeking to strengthen internal capabilities, as well as for platform providers and policymakers aiming to build more inclusive digital ecosystems in emerging economies. In doing so, this research addresses both theoretical and practical gaps in understanding the micro-foundations of SME competitiveness in knowledge-driven digital markets.

Purpose This study aims to demonstrate how existing studies highlight customer integration (CI) as a key factor in enhancing supply chain responsiveness (SCR). However, the influence of CI on SCR remains largely unexplored. This research draws upon dynamic capability theory and SCT to examine how supply chain relational capital (SCRC) moderates the indirect link between CI and SCR mediated by a transactive memory system (TMS). Design/methodology/approach This study’s theoretical framework empirically tested newly collected data from 335 Ghanaian firms, representing a sub-Saharan African context. Hypothesis testing was conducted using ordinary least squares regression analysis and PROCESS, with additional investigations using structural equation modelling and two-stage least squares regression analysis. Findings This research yielded three primary outcomes. First, a direct positive relationship exists between CI and SCR. Second, this study revealed that the TMS acts as a mediator in the relationship between CI and SCR. Third, SCRC moderates the indirect positive association between CI and SCR via a TMS under varying levels of SCRC. Originality/value Although greater CI is commonly believed to enhance SCR, this study illustrates how TMS capabilities serve as conduits through which CI drives SCR. This study also demonstrates the conditions under which SCRC amplifies these effects.

Purpose This work has three objectives: the first is to analyse the relationship between learning at an individual level and innovative behaviour; the second is to analyse the mediation effect of learning at the group level between individual-level learning and innovative behaviour and the third is to analyse the moderation effect of job autonomy between individual-level learning and innovative behaviour. Design/methodology/approach A questionnaire survey was given to 303 employees (144 Colombian and 159 Spanish), and the hypotheses were tested using structural equation modelling. Findings The results are significant and indicate that individual-level learning is significantly related to innovative behaviour. Group-level learning mediates the relationship between individual-level learning and innovative behaviour, whilst job autonomy positively moderates the relationship between individual-level learning and innovative behaviour. The control variable “country culture” is not statistically significant. This provides valuable insights into the role of culture in innovation. Originality/value This study offers a novel contribution by integrating individual and group learning dynamics within a multilevel framework to explain innovative behaviour while empirically validating the moderating role of job autonomy. It extends the organisational learning and innovation literature by indicating that job autonomy significantly amplifies the positive effect of individual learning on innovation. Its theoretical value lies in the combined application of transactive memory systems and job demands–resources (JD-R) models, while its empirical contribution is reinforced by a cross-cultural analysis and the use of partial least squares structural equation modelling (PLS-SEM) methodology.

ABSTRACT Although prior research has explored social media’s impact on team creativity and knowledge management, its influence on individual creative performance remains understudied. Drawing on Transactive Memory Systems (TMS) theory, this research investigates how social media deep structure use affects individual creative performance through TMS dimensions: specialization, credibility, and coordination. We surveyed 362 U.S. active social media users, focusing on Facebook usage, and tested the hypothesized relationships using structural equation modeling. Findings reveal that social media deep structure use significantly influences TMS dimensions, which enhance creative performance through individual creative efficacy. This study extends TMS theory to individual creativity and introduces deep structure use as a meaningful predictor to empirically demonstrate the link between social media usage and student creativity. Findings offer practical implications for leveraging social media to boost creativity in educational settings and provide a foundation for future research on optimizing digital platform use for academic and personal development.