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Teamwork and coordination of expertise among team members with different backgrounds are increasingly recognized as important for team effectiveness. Recently, researchers have examined how team members rely on transactive memory system (TMS; D. M. Wegner, 1987) to share their distributed knowledge and expertise. To establish the ecological validity and generality of TMS research findings, this study sampled 104 work teams from a variety of organizational settings in China and examined the relationships between team characteristics, TMS, and team performance. The results suggest that task interdependence, cooperative goal interdependence, and support for innovation are positively related to work teams' TMS and that TMS is related to team performance; moreover, structural equation analysis indicates that TMS mediates the team characteristics--performance links. Findings have implications both for team leaders to manage their work teams effectively and for team members to improve their team performance. Keywords: work team, transactive memory system, team characteristics, performance, team process

Researchers have argued that creativity is intrinsically motivated, and that rewarding creativity can stifle creativity. Using a sample of 310 employees reporting to 50 different supervisors, we instead show that rewarding creativity influences the relationship between creativity and performance by changing the nature of expressed creativity. We do this by examining novelty and usefulness as separate dimensions. High perceived reward enhances the relationship between novelty and performance while diminishing the relationship between usefulness and performance. The moderating effect of reward for creativity on the relationship between creativity and performance was not observed when we operationalized creativity as an integrated, unidimensional construct. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Six Sigma has become increasingly common in China, where the typical management practices are substantially different from those in the US, the original location of Six Sigma. Based upon existing organisational change research, this raises questions as to whether the existing management culture in Chinese organisations influences the success of Six Sigma implementations. This paper demonstrates that the existing organisational culture does have an influence upon Six Sigma implementation within China. In particular, organisations with a Supportive Culture appear more likely to report success, while organisations with an Innovation Culture surprisingly appear to experience difficulties implementing Six Sigma. Additionally, having clear objectives at the start of the project is critical to ultimate Six Sigma implementation success. [ABSTRACT FROM AUTHOR]

Technology and human resource management have broad influences upon each other. Technology not only changes the administration of human resources (HR), which is the domain of e-HR, but also changes organizations and work. HR professionals must be able to adopt technologies that allow the reengineering of the HR function, be prepared to support organizational and work-design changes enabled by technology, and be able to support the proper managerial climate for innovative and knowledge-based organizations. An examination of HR professional degree programs shows that traditional HR education has poorly prepared the HR profession for these challenges. To address this shortfall, HR education must be revised to provide a greater focus on technological issues, and HR educators must acquire the skills needed to teach these courses. [ABSTRACT FROM AUTHOR]

A great deal is known about how managers influence team empowerment, but very little is known about what organizations do to influence empowerment. Using teams drawn from 94 Chinese high-technology companies, the authors show that organizational decentralization enhances empowerment when decision making is delegated downward even when not directly delegated to teams. Prior research has presented both a positive and negative view of formalization, and this study found that the organizational level to which formalization is applied makes a difference. Formalization of organizational processes enhances team empowerment by reducing uncertainty within the firm, whereas formalization of jobs and roles moderates the effect of decentralization and reduces team empowerment by reducing teams’ flexibility in taking advantage of decentralization. These results show the importance of organization structure as an antecedent of empowerment and highlight the contrasting effects of different types of formalization. [ABSTRACT FROM PUBLISHER]