Skip to main content
Article thumbnail
Location of Repository

The effects of team-skills training on transactive memory and performance

By Jane S. Prichard and Melanie J. Ashleigh


The existence of effective Transactive Memory Systems (TMS) in teams has been found to enhance task performance. Methods of developing Transactive Memory (TM) are therefore an important focus of research. This study aimed to explore one such method, the use of a generic team-skills training programme to develop TM and subsequent task performance. Sixteen three-member teams were all trained to complete a complex collaborative task, prior to which half the teams (n=8), completed a team-skills training programme. Results confirmed that those teams who had been trained to develop a range of team skills such as problem-solving, interpersonal relationships, goal setting and role allocation, evidenced significantly higher team skill, TM and performance than those who were not trained in such skills. Results are discussed with reference to the wider TM literature and the mechanisms through which team-skills training could facilitate the more rapid development of TM

Topics: HD, BF, HM
Year: 2007
OAI identifier:
Provided by: e-Prints Soton

Suggested articles


  1. (1995). A computer network model of human transactive memory. doi
  2. (1995). An integrative model of organizational trust. doi
  3. (1993). Are we teaching people not to work in teams? Reflections on team based assignments in the college classroom.
  4. (1998). Communication, learning, and retrieval in transactive memory systems. doi
  5. (2000). Competency-based on-the-job training for aviation maintenance and inspection: A human factors approach. doi
  6. (1986). Effective teambuilding.
  7. (1986). Effects of team building and goal setting on productivity: A field experiment. doi
  8. (2006). Enhancing the effectiveness of work groups and teams. doi
  9. (1984). Experiential learning: Experience as the source of learning and development. Englewood Cliffs, doi
  10. (2000). Exploring the performance benefits of group training: Transactive memory or improved communication? Organisational Behavior and Human Decision Processes, doi
  11. (1988). Familiarity, confidence, trust: Problems and alternatives. In
  12. (2004). Group performance and decision making. doi
  13. (1972). Group processes and productivity.
  14. (1995). Group versus individual training and group performance: The mediating role of transactive memory. doi
  15. (2000). Investigating the encoding process of transactive memory development in group training. doi
  16. (2004). Knowledge and performance in knowledge-worker teams: A longitudinal study of transactive memory systems. doi
  17. (1981). Management teams:Why they succeed or fail. doi
  18. (1986). Measurement of team behaviors in a navy environment (Tech. doi
  19. (2000). Measuring team knowledge. doi
  20. (2003). Measuring transactive memory systems in the field: Scale development and validation. doi
  21. (1998). Not so different after all: A cross-discipline view of trust. doi
  22. (1993). Organizational change, design, and work innovations: A meta-analysis of 131 North American field studies 1961-1991.
  23. (2005). Perceptions of trust in an organisation: The factors that influence the sharing of tacit knowledge.
  24. (1999). Psychological safety and learning behaviour in work teams. doi
  25. (2001). Reflections on shared cognition. doi
  26. (1998). Retrieval processes in transactive memory systems. doi
  27. (2007). SAGE Publications. All rights reserved. Not for commercial use or unauthorized at Periodicals Office on December 4,
  28. (2005). Scaling the quality of teammates’mental models: Equifinality and normative comparisons. doi
  29. (1985). Separating individual and group effects. doi
  30. (1993). Shared mental models in expert team decision making. In
  31. (1994). Team mental model: Construct or metaphor? doi
  32. (2001). Team mental models in a team knowledge framework: Expanding theory and measurement across disciplinary boundaries. doi
  33. (1993). Team roles at work. doi
  34. (2006). Team-skills training enhances collaborative learning. doi
  35. (2002). Teamwork and collaborative learning: Does team-skills training enhance educational outcomes? Unpublished doctoral thesis,
  36. (2001). Testing Hollnagel’s contextual control model:Assessing team behaviour in a human supervisory control task. doi
  37. (2006). The educational impact of team-skills training: Preparing students to work in groups. doi
  38. (1999). The effect of team building on performance: An integration. doi
  39. (1987). The evolution of teamwork skills: An empirical assessment with implications for training (Tech.
  40. (1996). The Organisational Trust Inventory (OTI): Development and validation. In doi
  41. (1980). The role of team development in organizational effectiveness: A critical review. doi
  42. (2001). The role of trust in organisational settings. doi
  43. (1976). The technology of organization development.
  44. (1997). Theoretical bases for team self-corrections: Fostering shared mental models. In
  45. (2003). Time matters in team performance: Effects of member familiarity, entrainment, and task discontinuity on speed and quality. doi
  46. (1998). Training people to work in groups. In doi
  47. (2004). Training students to work in teams: Why and how?York, UK: doi
  48. (1991). Transactive memory in close relationships. doi
  49. (2003). Transactive memory in organizational groups:The effects of content, consensus, specialization, and accuracy on group performance. doi
  50. (2005). Transactive memory systems, learning, and learning transfer. doi
  51. (1987). Transactive memory: A contemporary analysis of the group mind. In doi
  52. (1999). Transactive memory: Learning who knows what in work groups and organizations. In
  53. (2007). Trust and technologies: Implications for organizational work practices. Decision Support Systems, doi
  54. (1985). Trust as a social reality. doi
  55. (1999). Trust in business to business relationships: An evaluation of its status. doi
  56. (1973). Trust, effectiveness, and organizational development: A field study doi
  57. (2001). Trust: Key elements in human supervisory control domains. doi
  58. (1996). Using multivariate statistics. doi

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.