1. The document presents a framework for understanding how transactive memory systems (TMS), which are groups' collective memory systems, can influence group learning and transfer of learning to new tasks.
2. It proposes that a TMS promotes cycles of learning within a group that result in both knowledge relevant to the current task as well as transferable knowledge that can be applied to other similar tasks.
3. An empirical study is described that aims to test the predictions of the framework, specifically that groups with an established TMS will be better able to transfer what they've learned to new tasks compared to groups without a TMS.
So many teams, so little time Time allocation matters in.docxadkinspaige22
So many teams, so little time: Time allocation matters in geographically dispersed teams
Author(s): JONATHON N. CUMMINGS and MARTINE R. HAAS
Source: Journal of Organizational Behavior, Vol. 33, No. 3, The Changing Ecology of
Teams: New Forms, New Work, New Leadership — Not Your Grandfather's Work Team
(APRIL 2012), pp. 316-341
Published by: Wiley
Stable URL: https://www.jstor.org/stable/41415758
Accessed: 15-02-2020 13:25 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
https://about.jstor.org/terms
Wiley is collaborating with JSTOR to digitize, preserve and extend access to Journal of
Organizational Behavior
This content downloaded from 69.113.212.65 on Sat, 15 Feb 2020 13:25:07 UTC
All use subject to https://about.jstor.org/terms
Journal of Organizational Behavior, J. Organiz. Behav. 33, 316-341 (2012)
Published online 21 August 2011 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/job.777
So many teams, so little time: Time allocation
matters in geographically dispersed teams
JONATHON N. CUMMINGS1* AND MARTINE R. HAAS2
lFuqua School of Business, Duke University, Durham, North Carolina, U.S.A.
2The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania, U.S.A.
Summary Geographically dispersed teams whose members do not allocate all of their time to a single team increasingly
carry out knowledge-intensive work in multinational organizations. Taking an attention-based view of team de-
sign, we investigate the antecedents and consequences of member time allocation in a multi-level study of 2055
members of 285 teams in a large global corporation, using member survey data and independent executive ratings
of team performance. We focus on two distinct dimensions of time allocation: the proportion of members' time
that is allocated to the focal team and the number of other teams to which the members allocate time concurrently.
At the individual level, we find that time allocation is influenced by members' levels of experience, rank, educa-
tion, and leader role on the team, as predicted. At the team level, performance is higher for teams whose members
allocate a greater proportion of their time to the focal team, but surprisingly, performance is also higher for teams
whose members allocate time to a greater number of other teams concurrently. Furthermore, the effects of mem-
ber time allocation on team performance are contingent on geographic dispersion: the advantages of allocating
more time to the focal team are greater for more dispersed teams, whereas the advantages of allocating time to
mor.
Prior to beginning work on this discussion, read Chapter 14 of Nor.docxstilliegeorgiana
Prior to beginning work on this discussion, read Chapter 14 of Northouse (2018) and Chapter 2 of Oededekoven (2018). Locate the eight team effectiveness indicators (Northouse, 2018).
Develop a strategy to use two out of eight indicators to improve the performance of an organizational team that you have observed or were part of during your career. In support of your strategy also incorporate at least one of Oededekoven’s (2018) six C’s of teamwork into your discussion.
Cite: Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Retrieved from https://content.ashford.edu
Oedekoven, O. O., Lavrenz, J., & Robbins, D. (2018). Leadership essentials: Practical and proven approaches in leadership and supervision. Retrieved from https://ashford.instructure.com
The chapters 14 are below for the chapter 2 check uploaded PDF or click link
14.1 Description
Work teams are very prevalent in today’s organizations. The reliance on teams is due partially to increasingly complex tasks, more globalization, and the flattening of organizational structures. A team is a type of organizational group that is composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals. Team members must work collectively to achieve their goals. Examples of organizational teams include senior executive teams, project management teams, task forces, work units, standing committees, quality teams, and improvement teams. Teams can be located in the same place meeting face-to-face, or they can be geographically dispersed “virtual” teams meeting across time and distance via various forms of communication technology. Teams can also be hybrids of face-to-face and virtual teams with some members being co-located and some being dispersed. The exact definition of which organizational group is a team or not is constantly evolving as organizations confront the many new forms of contemporary collaboration (Wageman, Gardner, & Mortensen, 2012).
The study of organizational teams has focused on strategies for maintaining a competitive advantage. Team-based organizations have faster response capability because of their flatter organizational structures, which rely on teams and new technology to enable communication across time and space (Porter & Beyerlein, 2000). These newer organizational structures have been referred to as “team-based and technology-enabled” (Mankin, Cohen, & Bikson, 1996). A majority of multinational companies are depending on virtual teams, or teams that are geographically dispersed and rely on technology to interact and collaborate (Muethel, Gehrlein, & Hoegl, 2012). Such teams allow companies to (1) use the best talent across the globe, (2) facilitate collaboration across time and space, and (3) reduce travel costs (Paul, Drake, & Liang, 2016). These virtual teams face more difficulty with members separated by time, distance, and culture. They often have less trust, more conflict, and more su ...
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes. This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
In summary, this talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible.
Takeaways:
• The implications of Conway’s Law for software teams
• Cognitive Load for teams
• Effective team topologies
• Team evolution
Module 7 Assignment This weeks assignment will grant you a glimpse i.pdfamericandigitalshop
Module 7 Assignment This week's assignment will grant you a glimpse into the realm of
modern academic research within the domain of leadership. The article provided for you to read
this week will grant you insight into the structure of most professional academic papers that are
published in the domain of leadership and management in general. These types of articles are
also where the information found in your textbook stems from. Although I do not expect you to
be strongly familiar with the jargon, structure, or research methods aspects (especially the results
section) included within this paper; I would like for you to try your best to complete the
following: Read the article, and write a detailed essay discussing your opinion on the article's
conclusions. Then discuss how the other course materials support or refute these findings. Lastly,
discuss any issues that you have with the methodology adopted in the research article. Please
note that your similarity score will likely be a bit higher than normal for this paper, but try your
best to keep it below 30% (paraphrasing study information in your own words should help
considerably).
A multi-level analysis of team climate and interpersonal exchange relationships at work t
Herman H.M. Tse m,, Marie T. Dasborough b,t, Neal M. Ashkanasy " Absitrat enplayces,
capecially when ite afloctive climale is atroog Q 2005 silsria lac. Al Rohts rosroed 1.
Latredtactien cxchange relationatips that leadcts develop and maineain mith suberdimases within
workgrumupl (D)ansereau. Grach. 6 . Bow and whether IMKX indlischecs people outwdo of the
leader-meteber dyadie relabonshipu (Sias \& Jablin, 1995). WiM. Anklanip]. If
196 Sparrowe \& Liden (1997, 2005) and Cole, Schaninger, \& Harris (2002) siggest that
interpersonal relationahipo behween lenders, subendinates, and coworkers constitute an
interconected social system that operates in team and orgarimation. Similarly, bused on a
systems perppetive, Gracn \& UhL-Bien (1995) have called for more rerearch to tiederstand bow
L.MX relationships affect employeer' woek attitudes and behaviors in larger collectives of
workgrocps; they argue that LMX is not only influenced by, but may also influttee, ocher
exchange relationshlips within the larger system. Consequently, we posit here that L.MX may
have Ynplications for team-member exchange (TMMX), which has been defined by Secrs
(1989) as the relasionship guality L-twoen an individual and her or his team members.
Aceording to Dientseh \& Lilen (1986), leaders oten develop high-quality LMX relationships
with cnly a few subortinates because of limited time, abilitics, and resources. The differential
treatment of employees in teams appean to be peoblematic bocasse employees can be seasitive to
social comparison information and perceptions of unfaimees. The resulting alierod self-eoncept
may then affect employees' antitudes toward TMDC (Greenberg. Adhon-James, \& Aihkanasy,
2007; Tyler \& Blader, 2003). The reasoning bere is .
Bringing Employees Closer The Effect of Proximity onCommuni.docxjasoninnes20
Bringing Employees Closer: The Effect of Proximity on
Communication When Teams Function under Time Pressure
Darrel S. F. Chong, Wendelien van Eerde, Christel G. Rutte, and Kah Hin Chai
Some studies have assumed close proximity to improve team communication on the premise that reduced physical
distance increases the chance of contact and information exchange. However, research showed that the relationship
between team proximity and team communication is not always straightforward and may depend on some contextual
conditions. Hence, this study was designed with the purpose of examining how a contextual condition like time pressure
may influence the relationship between team proximity and team communication. In this study, time pressure was
conceptualized as a two-dimensional construct: challenge time pressure and hindrance time pressure, such that each
has different moderating effects on the proximity–communication relationship.
The research was conducted with 81 new product development (NPD) teams (437 respondents) in Western Europe
(Belgium, England, France, Germany, and the Netherlands). These teams functioned in short-cycled industries and
developed innovative products for the consumer, electronic, semiconductor, and medical sectors. The unit of analysis
was a team, which could be from a single-team or a multiteam project. Results showed that challenge time pressure
moderates the relationship between team proximity and team communication such that this relationship improves for
teams that experience high rather than low challenge time pressure. Hindrance time pressure moderates the relation-
ship between team proximity and team communication such that this relationship improves for teams that experience
low rather than high hindrance time pressure.
Our findings contribute to theory in two ways. First, this study showed that challenge and hindrance time pressure
differently influences the benefits of team proximity toward team communication in a particular work context. We found
that teams under high hindrance time pressure do not benefit from close proximity, given the natural tendency for
premature cognitive closure and the use of avoidance coping tactics when problems surface. Thus, simply reducing
physical distances is unlikely to promote communication if motivational or human factors are neglected. Second, this
study demonstrates the strength of the challenge–hindrance stressor framework in advancing theory and explaining
inconsistencies. Past studies determined time pressure by considering only its levels without distinguishing the type of
time pressure. We suggest that this study might not have been able to uncover the moderating effects of time pressure
if we had conceptualized time pressure in the conventional way.
Introduction
C
ommunication is a critical process for innova-
tion teams to achieve their goals successfully
(Ancona and Caldwell, 1992; Keller, 2001).
Functional experts working in a team require a meeting of
minds ...
Technology Integration: The RAT – Replacement, Amplification, and Transformat...Joan E. Hughes, Ph.D.
The reference is: Hughes, J.E., Thomas, R., & Scharber, C. (2006, March). Assessing Technology Integration: The RAT – Replacement, Amplification, and Transformation – Framework. (SITE) Conference Proceedings (CD-ROM).
Abstract: This brief paper will introduce an assessment framework, called RAT – Replacement, Amplification, and Transformation, that can be used with preservice and inservice teachers to increase critical decision-making concerning integration of technology into the K-12 classroom. The framework is currently being refined through (a) expanding our literature review to refine conceptual and theoretical categories, (b) subsequently applying the framework to videotaped technology - supported classroom lessons, and (c) working with practicing teachers interested in learning self-assessment techniques to improve their technology integration decision-making.
This article was downloaded by [Carnegie Mellon University].docxhowardh5
This article was downloaded by: [Carnegie Mellon University]
On: 07 March 2014, At: 17:16
Publisher: Routledge
Informa Ltd Registered in England and Wales Registered Number: 1072954
Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH,
UK
The Academy of Management
Annals
Publication details, including instructions for
authors and subscription information:
http://www.tandfonline.com/loi/rama20
Transactive Memory
Systems 1985–2010: An
Integrative Framework of Key
Dimensions, Antecedents, and
Consequences
Yuqing Ren a & Linda Argote b
a Carlson School of Management , University of
Minnesota
b Tepper School of Business , Carnegie Mellon
University
Published online: 26 Jul 2011.
To cite this article: Yuqing Ren & Linda Argote (2011) Transactive Memory
Systems 1985–2010: An Integrative Framework of Key Dimensions, Antecedents,
and Consequences, The Academy of Management Annals, 5:1, 189-229, DOI:
10.1080/19416520.2011.590300
To link to this article: http://dx.doi.org/10.1080/19416520.2011.590300
PLEASE SCROLL DOWN FOR ARTICLE
Taylor & Francis makes every effort to ensure the accuracy of all the
information (the “Content”) contained in the publications on our platform.
However, Taylor & Francis, our agents, and our licensors make no
representations or warranties whatsoever as to the accuracy, completeness,
or suitability for any purpose of the Content. Any opinions and views
expressed in this publication are the opinions and views of the authors, and
are not the views of or endorsed by Taylor & Francis. The accuracy of the
Content should not be relied upon and should be independently verified with
http://www.tandfonline.com/loi/rama20
http://www.tandfonline.com/action/showCitFormats?doi=10.1080/19416520.2011.590300
http://dx.doi.org/10.1080/19416520.2011.590300
primary sources of information. Taylor and Francis shall not be liable for any
losses, actions, claims, proceedings, demands, costs, expenses, damages,
and other liabilities whatsoever or howsoever caused arising directly or
indirectly in connection with, in relation to or arising out of the use of the
Content.
This article may be used for research, teaching, and private study purposes.
Any substantial or systematic reproduction, redistribution, reselling, loan,
sub-licensing, systematic supply, or distribution in any form to anyone is
expressly forbidden. Terms & Conditions of access and use can be found at
http://www.tandfonline.com/page/terms-and-conditions
D
ow
nl
oa
de
d
by
[
C
ar
ne
gi
e
M
el
lo
n
U
ni
ve
rs
it
y]
a
t
17
:1
6
07
M
ar
ch
2
01
4
http://www.tandfonline.com/page/terms-and-conditions
Transactive Memory Systems 1985 – 2010:
An Integrative Framework of Key Dimensions, Antecedents,
and Consequences
YUQING REN∗
Carlson School of Management, University of Minnesota
LINDA ARGOTE
Tepper School of Business, Carnegie Mellon University
Abstract
Over two decades have passed since Wegner and his co-authors published th.
So many teams, so little time Time allocation matters in.docxadkinspaige22
So many teams, so little time: Time allocation matters in geographically dispersed teams
Author(s): JONATHON N. CUMMINGS and MARTINE R. HAAS
Source: Journal of Organizational Behavior, Vol. 33, No. 3, The Changing Ecology of
Teams: New Forms, New Work, New Leadership — Not Your Grandfather's Work Team
(APRIL 2012), pp. 316-341
Published by: Wiley
Stable URL: https://www.jstor.org/stable/41415758
Accessed: 15-02-2020 13:25 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
https://about.jstor.org/terms
Wiley is collaborating with JSTOR to digitize, preserve and extend access to Journal of
Organizational Behavior
This content downloaded from 69.113.212.65 on Sat, 15 Feb 2020 13:25:07 UTC
All use subject to https://about.jstor.org/terms
Journal of Organizational Behavior, J. Organiz. Behav. 33, 316-341 (2012)
Published online 21 August 2011 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/job.777
So many teams, so little time: Time allocation
matters in geographically dispersed teams
JONATHON N. CUMMINGS1* AND MARTINE R. HAAS2
lFuqua School of Business, Duke University, Durham, North Carolina, U.S.A.
2The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania, U.S.A.
Summary Geographically dispersed teams whose members do not allocate all of their time to a single team increasingly
carry out knowledge-intensive work in multinational organizations. Taking an attention-based view of team de-
sign, we investigate the antecedents and consequences of member time allocation in a multi-level study of 2055
members of 285 teams in a large global corporation, using member survey data and independent executive ratings
of team performance. We focus on two distinct dimensions of time allocation: the proportion of members' time
that is allocated to the focal team and the number of other teams to which the members allocate time concurrently.
At the individual level, we find that time allocation is influenced by members' levels of experience, rank, educa-
tion, and leader role on the team, as predicted. At the team level, performance is higher for teams whose members
allocate a greater proportion of their time to the focal team, but surprisingly, performance is also higher for teams
whose members allocate time to a greater number of other teams concurrently. Furthermore, the effects of mem-
ber time allocation on team performance are contingent on geographic dispersion: the advantages of allocating
more time to the focal team are greater for more dispersed teams, whereas the advantages of allocating time to
mor.
Prior to beginning work on this discussion, read Chapter 14 of Nor.docxstilliegeorgiana
Prior to beginning work on this discussion, read Chapter 14 of Northouse (2018) and Chapter 2 of Oededekoven (2018). Locate the eight team effectiveness indicators (Northouse, 2018).
Develop a strategy to use two out of eight indicators to improve the performance of an organizational team that you have observed or were part of during your career. In support of your strategy also incorporate at least one of Oededekoven’s (2018) six C’s of teamwork into your discussion.
Cite: Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Retrieved from https://content.ashford.edu
Oedekoven, O. O., Lavrenz, J., & Robbins, D. (2018). Leadership essentials: Practical and proven approaches in leadership and supervision. Retrieved from https://ashford.instructure.com
The chapters 14 are below for the chapter 2 check uploaded PDF or click link
14.1 Description
Work teams are very prevalent in today’s organizations. The reliance on teams is due partially to increasingly complex tasks, more globalization, and the flattening of organizational structures. A team is a type of organizational group that is composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals. Team members must work collectively to achieve their goals. Examples of organizational teams include senior executive teams, project management teams, task forces, work units, standing committees, quality teams, and improvement teams. Teams can be located in the same place meeting face-to-face, or they can be geographically dispersed “virtual” teams meeting across time and distance via various forms of communication technology. Teams can also be hybrids of face-to-face and virtual teams with some members being co-located and some being dispersed. The exact definition of which organizational group is a team or not is constantly evolving as organizations confront the many new forms of contemporary collaboration (Wageman, Gardner, & Mortensen, 2012).
The study of organizational teams has focused on strategies for maintaining a competitive advantage. Team-based organizations have faster response capability because of their flatter organizational structures, which rely on teams and new technology to enable communication across time and space (Porter & Beyerlein, 2000). These newer organizational structures have been referred to as “team-based and technology-enabled” (Mankin, Cohen, & Bikson, 1996). A majority of multinational companies are depending on virtual teams, or teams that are geographically dispersed and rely on technology to interact and collaborate (Muethel, Gehrlein, & Hoegl, 2012). Such teams allow companies to (1) use the best talent across the globe, (2) facilitate collaboration across time and space, and (3) reduce travel costs (Paul, Drake, & Liang, 2016). These virtual teams face more difficulty with members separated by time, distance, and culture. They often have less trust, more conflict, and more su ...
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes. This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
In summary, this talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible.
Takeaways:
• The implications of Conway’s Law for software teams
• Cognitive Load for teams
• Effective team topologies
• Team evolution
Module 7 Assignment This weeks assignment will grant you a glimpse i.pdfamericandigitalshop
Module 7 Assignment This week's assignment will grant you a glimpse into the realm of
modern academic research within the domain of leadership. The article provided for you to read
this week will grant you insight into the structure of most professional academic papers that are
published in the domain of leadership and management in general. These types of articles are
also where the information found in your textbook stems from. Although I do not expect you to
be strongly familiar with the jargon, structure, or research methods aspects (especially the results
section) included within this paper; I would like for you to try your best to complete the
following: Read the article, and write a detailed essay discussing your opinion on the article's
conclusions. Then discuss how the other course materials support or refute these findings. Lastly,
discuss any issues that you have with the methodology adopted in the research article. Please
note that your similarity score will likely be a bit higher than normal for this paper, but try your
best to keep it below 30% (paraphrasing study information in your own words should help
considerably).
A multi-level analysis of team climate and interpersonal exchange relationships at work t
Herman H.M. Tse m,, Marie T. Dasborough b,t, Neal M. Ashkanasy " Absitrat enplayces,
capecially when ite afloctive climale is atroog Q 2005 silsria lac. Al Rohts rosroed 1.
Latredtactien cxchange relationatips that leadcts develop and maineain mith suberdimases within
workgrumupl (D)ansereau. Grach. 6 . Bow and whether IMKX indlischecs people outwdo of the
leader-meteber dyadie relabonshipu (Sias \& Jablin, 1995). WiM. Anklanip]. If
196 Sparrowe \& Liden (1997, 2005) and Cole, Schaninger, \& Harris (2002) siggest that
interpersonal relationahipo behween lenders, subendinates, and coworkers constitute an
interconected social system that operates in team and orgarimation. Similarly, bused on a
systems perppetive, Gracn \& UhL-Bien (1995) have called for more rerearch to tiederstand bow
L.MX relationships affect employeer' woek attitudes and behaviors in larger collectives of
workgrocps; they argue that LMX is not only influenced by, but may also influttee, ocher
exchange relationshlips within the larger system. Consequently, we posit here that L.MX may
have Ynplications for team-member exchange (TMMX), which has been defined by Secrs
(1989) as the relasionship guality L-twoen an individual and her or his team members.
Aceording to Dientseh \& Lilen (1986), leaders oten develop high-quality LMX relationships
with cnly a few subortinates because of limited time, abilitics, and resources. The differential
treatment of employees in teams appean to be peoblematic bocasse employees can be seasitive to
social comparison information and perceptions of unfaimees. The resulting alierod self-eoncept
may then affect employees' antitudes toward TMDC (Greenberg. Adhon-James, \& Aihkanasy,
2007; Tyler \& Blader, 2003). The reasoning bere is .
Bringing Employees Closer The Effect of Proximity onCommuni.docxjasoninnes20
Bringing Employees Closer: The Effect of Proximity on
Communication When Teams Function under Time Pressure
Darrel S. F. Chong, Wendelien van Eerde, Christel G. Rutte, and Kah Hin Chai
Some studies have assumed close proximity to improve team communication on the premise that reduced physical
distance increases the chance of contact and information exchange. However, research showed that the relationship
between team proximity and team communication is not always straightforward and may depend on some contextual
conditions. Hence, this study was designed with the purpose of examining how a contextual condition like time pressure
may influence the relationship between team proximity and team communication. In this study, time pressure was
conceptualized as a two-dimensional construct: challenge time pressure and hindrance time pressure, such that each
has different moderating effects on the proximity–communication relationship.
The research was conducted with 81 new product development (NPD) teams (437 respondents) in Western Europe
(Belgium, England, France, Germany, and the Netherlands). These teams functioned in short-cycled industries and
developed innovative products for the consumer, electronic, semiconductor, and medical sectors. The unit of analysis
was a team, which could be from a single-team or a multiteam project. Results showed that challenge time pressure
moderates the relationship between team proximity and team communication such that this relationship improves for
teams that experience high rather than low challenge time pressure. Hindrance time pressure moderates the relation-
ship between team proximity and team communication such that this relationship improves for teams that experience
low rather than high hindrance time pressure.
Our findings contribute to theory in two ways. First, this study showed that challenge and hindrance time pressure
differently influences the benefits of team proximity toward team communication in a particular work context. We found
that teams under high hindrance time pressure do not benefit from close proximity, given the natural tendency for
premature cognitive closure and the use of avoidance coping tactics when problems surface. Thus, simply reducing
physical distances is unlikely to promote communication if motivational or human factors are neglected. Second, this
study demonstrates the strength of the challenge–hindrance stressor framework in advancing theory and explaining
inconsistencies. Past studies determined time pressure by considering only its levels without distinguishing the type of
time pressure. We suggest that this study might not have been able to uncover the moderating effects of time pressure
if we had conceptualized time pressure in the conventional way.
Introduction
C
ommunication is a critical process for innova-
tion teams to achieve their goals successfully
(Ancona and Caldwell, 1992; Keller, 2001).
Functional experts working in a team require a meeting of
minds ...
Technology Integration: The RAT – Replacement, Amplification, and Transformat...Joan E. Hughes, Ph.D.
The reference is: Hughes, J.E., Thomas, R., & Scharber, C. (2006, March). Assessing Technology Integration: The RAT – Replacement, Amplification, and Transformation – Framework. (SITE) Conference Proceedings (CD-ROM).
Abstract: This brief paper will introduce an assessment framework, called RAT – Replacement, Amplification, and Transformation, that can be used with preservice and inservice teachers to increase critical decision-making concerning integration of technology into the K-12 classroom. The framework is currently being refined through (a) expanding our literature review to refine conceptual and theoretical categories, (b) subsequently applying the framework to videotaped technology - supported classroom lessons, and (c) working with practicing teachers interested in learning self-assessment techniques to improve their technology integration decision-making.
This article was downloaded by [Carnegie Mellon University].docxhowardh5
This article was downloaded by: [Carnegie Mellon University]
On: 07 March 2014, At: 17:16
Publisher: Routledge
Informa Ltd Registered in England and Wales Registered Number: 1072954
Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH,
UK
The Academy of Management
Annals
Publication details, including instructions for
authors and subscription information:
http://www.tandfonline.com/loi/rama20
Transactive Memory
Systems 1985–2010: An
Integrative Framework of Key
Dimensions, Antecedents, and
Consequences
Yuqing Ren a & Linda Argote b
a Carlson School of Management , University of
Minnesota
b Tepper School of Business , Carnegie Mellon
University
Published online: 26 Jul 2011.
To cite this article: Yuqing Ren & Linda Argote (2011) Transactive Memory
Systems 1985–2010: An Integrative Framework of Key Dimensions, Antecedents,
and Consequences, The Academy of Management Annals, 5:1, 189-229, DOI:
10.1080/19416520.2011.590300
To link to this article: http://dx.doi.org/10.1080/19416520.2011.590300
PLEASE SCROLL DOWN FOR ARTICLE
Taylor & Francis makes every effort to ensure the accuracy of all the
information (the “Content”) contained in the publications on our platform.
However, Taylor & Francis, our agents, and our licensors make no
representations or warranties whatsoever as to the accuracy, completeness,
or suitability for any purpose of the Content. Any opinions and views
expressed in this publication are the opinions and views of the authors, and
are not the views of or endorsed by Taylor & Francis. The accuracy of the
Content should not be relied upon and should be independently verified with
http://www.tandfonline.com/loi/rama20
http://www.tandfonline.com/action/showCitFormats?doi=10.1080/19416520.2011.590300
http://dx.doi.org/10.1080/19416520.2011.590300
primary sources of information. Taylor and Francis shall not be liable for any
losses, actions, claims, proceedings, demands, costs, expenses, damages,
and other liabilities whatsoever or howsoever caused arising directly or
indirectly in connection with, in relation to or arising out of the use of the
Content.
This article may be used for research, teaching, and private study purposes.
Any substantial or systematic reproduction, redistribution, reselling, loan,
sub-licensing, systematic supply, or distribution in any form to anyone is
expressly forbidden. Terms & Conditions of access and use can be found at
http://www.tandfonline.com/page/terms-and-conditions
D
ow
nl
oa
de
d
by
[
C
ar
ne
gi
e
M
el
lo
n
U
ni
ve
rs
it
y]
a
t
17
:1
6
07
M
ar
ch
2
01
4
http://www.tandfonline.com/page/terms-and-conditions
Transactive Memory Systems 1985 – 2010:
An Integrative Framework of Key Dimensions, Antecedents,
and Consequences
YUQING REN∗
Carlson School of Management, University of Minnesota
LINDA ARGOTE
Tepper School of Business, Carnegie Mellon University
Abstract
Over two decades have passed since Wegner and his co-authors published th.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.