Elsevier

Computers in Human Behavior

Volume 91, February 2019, Pages 115-126
Computers in Human Behavior

Full length article
Mechanism to enhance team creative performance through social media: A Transactive memory system approach

https://doi.org/10.1016/j.chb.2018.09.033Get rights and content

Highlights

  • A framework to enhance team creative performance through social media is defined.

  • Social media dimensions differ in their impact on knowledge management in knowledge work teams.

  • A well-developed transactive memory system is essential for team creative efficacy to generate creative solutions.

  • Effective coordination and trust among team members enhances the team creative efficacy.

Abstract

Research on social media as a source of knowledge coordination and communication has been flourishing. Organizations are increasingly focusing on teamwork as a creative solution for contemporary market challenges. In this study, we develop a mechanism to test the effects of the three dimensions of social media (social, cognitive, and hedonic use) on team creative performance in terms of knowledge management. Our survey data are collected from 382 members of 82 knowledge work teams. The analysis reveals that the three dimensions of social media have different effects on the transactive memory system. In addition, the dimensions of the transactive memory system enhance team creative performance through team creative efficacy. These findings bridge a literature gap by explaining the process and mechanism by which different social media uses influence team creative performance. This study has practical implications among organizations that aim to use social media to utilize each team member's expert knowledge to boost creative performance.

Introduction

Social media has gone through rapid growth in recent years. Such growth holds great promises for interaction, communication, and organization performance. Mäntymäki and Riemer (2016) argued that the effective use of social media can increase the productivity of knowledge workers by about 20%–25%. Owing to the prevalence of team-based structures in the knowledge-based economy, social media promises to contribute to knowledge management (Di Iorio & Rossi, 2018) and team performance (Nissen & Bergin, 2013). A recent report claims that social media has distinct purposes, such as maintaining social relations, managing knowledge, and relieving stress (Guo, 2017). Previous studies also acknowledged the diverse purposes of social media (Cao and Ali, 2018, Li et al., 2015, Zolkepli and Kamarulzaman, 2015). However, scholars overlooked how the different uses of social media facilitate knowledge management among teams. Knowledge is considered a critical source for organizations to promote innovation and tackle competitive challenges (Alavi & Leidner, 2001). The efficient flow and exchange of knowledge are considered vital factors for enhancing a team's creative abilities (Sung & Choi, 2012). Social media may have an impact on knowledge management and social learning among organizations (Zhang et al., 2015). Therefore, further research is needed to investigate the effect of social media on knowledge management processes (Sigala & Chalkiti, 2015). The present study uses the enabler–process–intermediate outcome–performance outcome framework (Lee & Choi, 2003) to fill this literature gap. It also explores the impact of social media dimensions on team creative performance (TCP) by improving knowledge coordination within teams.

Uses and gratifications theory (UGT), which has its roots in communication literature, is said to play an integral part in understanding the adoption of social media among organizations. The basic concept of UGT is that team members seek out media that might fulfill their needs and lead to their ultimate gratification (Whiting & Williams, 2013). Thus, UGT is relevant in understanding social media adoption. On the basis of UGT, literature describes three constituents of social media (Ali-Hassan, Nevo, & Wade, 2015). These constituents are theoretically distinct. Social use is related to developing social networks and maintaining social relations. Hedonic use is related to enjoyment and entertainment. Cognitive use is related to knowledge creation and sharing activities. Previously, scholars suggested exploring the different uses and applications of social media (Aral et al., 2013, Cao and Ali, 2018). Sigala and Chalkiti (2015) recommended the identification of mechanisms by which social media can facilitate creative performance.

Knowledge is a resource distributed among team members (Farr, Sin, & Tesluk, 2003). Ensuring the availability of the right knowledge to the right person is critical to team success. Wegner (1987) proposed the transactive memory system (TMS) to address efficient knowledge management among teams, as well as to coordinate and utilize such distributed knowledge. TMS is found to be useful in knowledge management to leverage team performance (Peltokorpi and Hasu, 2016, Whelan and Teigland, 2013). Specialization, credibility, and coordination are the distinct dimensions of TMS (Akgün et al., 2005, Moreland and Myaskovsky, 2000, Zhang et al., 2007, Zhong et al., 2012). A well-developed TMS enables team members to understand their individual expertise (specialization), increase their trust in other members' knowledge and expertise (credibility), and promote effective and well-coordinated knowledge processing (coordination) (Zhong et al., 2012). These facets have been integrated into a single factor (Choi et al., 2010, Fan et al., 2016). Scholars recognize the approach to measuring TMS as a single variable. However, such an approach comes with limitations. The dimensions of TMS may have different antecedents and effects on outcomes, which may be limited when TMS is analyzed as a single variable. The present study investigates these dimensions separately, thereby improving the understanding of such antecedents and effects.

Previous studies turned their focus toward another mechanism of intermediate outcome, namely, the emergent state. Recent research stated that team emergent states and processes affect team performance (Peltokorpi & Hasu, 2016). Team emergent state describes the activities performed interdependently by team members to utilize team resources for attaining common goals (Marks, Mathieu, & Zaccaro, 2001). By contrast, team process describes the cognitive, motivational, and effective properties of the team (DeChurch & Mesmer-Magnus, 2010). Zhong et al. (2012) noted that team cognitive processes affect the team emergent state. Thus, Peltokorpi and Hasu (2016) recommended the integration of both team processes and team emergent state in a single model. Team creative efficacy (TCE) as an emergent state received less attention in previous studies, though it is significantly related to TCP (Shin & Eom, 2014). TCE refers to the faith of team members in their capabilities and potentials for novel ideas and creative performance (Bandura, 1997, Tierney and Farmer, 2011). Creative efficacy is an outcome of TMS (Fan et al., 2016) and a critical progenitor for creative performance (Gong et al., 2009, Puente-Diaz, 2016). Apart from its direct relationship with TMS and TCP, TCE may also act as a mediator in this relationship. Empirical investigations on the relationship between TMS and TCE remain insufficient. However, the present study may improve our understanding on the effects of TMS on TCE, as well as provide specific ways to enhance TCP.

In sum, this study aims to answer the following research questions: (1) How can the three dimensions of social media be utilized effectively in developing TMS? (2) How can TMS dimensions facilitate TCP by increasing TCE? This study contributes to the literature by defining how the facets of social media enable knowledge management processes. By employing the proposed coherent mechanism, this study also explains the significance of each social media dimension vis-à-vis the TMS dimensions that consequently affect TCE and TCP.

The remainder of the article is organized as follows. First, the article presents the theoretical background and hypothesis development. Second, the empirical data collected from knowledge work teams are discussed followed by the data analysis section. Finally, the article concludes with the discussion of findings and the recommendations for future research.

Section snippets

Three dimensions of social media

Social media is used for multiple disparate purposes of knowledge sharing and guidance seeking among professionals (e.g., LinkedIn), microblogging and sharing personal experiences (Facebook and WeChat), and video sharing and tagging among friends and the online community (YouTube and Youku). Social media is an open-source information repository that is accessible in offices and homes. It provides a platform for sharing, discussing, and co-creating knowledge and information (Sigala & Chalkiti,

Measures

We used survey method data to test the research model. This method allows broad quantitative description and analysis of hypotheses and assures an enhanced generalizability of the findings. Our questionnaire was based on previously validated measures. All items were measured via a seven-point Likert scale response format, ranging from 1 = “strongly disagree” to 7 = “strongly agree.” The potential respondents are Chinese. Therefore, we invited three native Chinese who are experts in the English

Data analysis

Partial least squares (PLS) is used for structural equation analysis to test our measurement and structural model. As a structural equation modeling technique, PLS supports both exploratory and confirmatory research (Gefen, Straub, & Boudreau, 2000). It is an appropriate tool to calculate the reliability and validity of measures, as well as to estimate the relationships among constructs (Wold, 1982). Five doctoral students reviewed the measurement items to ensure content validity.

Theoretical implications

Our study has several important implications on social media and team creative behavior research from a knowledge management perspective. This research advances knowledge of social media applications on knowledge management among teams. With the use of UGT, the distinct uses of social media in teams are discussed for TMS. Despite the well-recognized importance of social media in organizations (Cai et al., 2018, Cao et al., 2012, pp. 3938–3947), research on different organizational uses of

Acknowledgements

This work is partly supported by the Natural Science Foundation of China [71771177, 71371144] and the Fundamental Research Funds for the Central Universities [wx0120020172449].

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