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Purpose This research aims to examine the relationship between transactive memory systems and team sensemaking in the presence of critical boundary conditions, namely, task conflict and reward interdependence. Design/methodology/approach The data for Study 1 was collected from 304 team members who worked in 87 organizations in the Information, Communication and Technology sector of Pakistan. Study 2 is based on team-level data that was collected from 180 teams working in the New Product Development sector, with four to seven members in each team. The data tested the three-way interaction effect of the transactive memory systems, task conflict and reward interdependence on team sensemaking. Findings Results have shown that transactive memory systems have a positive relationship with team sensemaking, particularly when both task conflict and reward interdependence were perceived to be high. Practical implications To reap synergies, human resource managers should avoid disrupting team structures, assigning new members to a team or rotating team members very frequently. Moreover, if a team is experiencing high task conflict, reward interdependence may encourage conflict to remain constructive. Originality/value The current study is one of the first few attempts that examine the pivotal role of task conflict and reward interdependence as boundary conditions on transactive memory systems and team sensemaking. This research, therefore, highlights the role of transactive memory systems in enhancing team sensemaking at higher levels of task conflict and reward interdependence. |
