Network Ties and Transactive Memory Systems: Leadership as an Enabler

Abstract

Purpose

The purpose of this paper is to study the relationship between network ties (NT) and transactive memory systems (TMS), observed through three dimensions – specialization (TMSS), credibility (TMSCR), and coordination (TMSCO) – in the presence of leadership (LDR) as a moderating variable, in university research-and-development (R&D) groups. Design/methodology/approach

The data are composed of 257 university R&D groups. To confirm the hypotheses, the authors use multiple linear regression analysis with a moderating effect. Findings

The conclusions show that the relationships between NT and two of the three dimensions of TMS (TMSCR and TMSCO) are significant when LDR is included as a moderating variable. Although the effect of TMSS is positive, it is not significant. Including the interaction element enables better explanation of two of the dimensions of TMS in the sector analyzed. Thus, LDR is perfectly applicable to the university R&D environment. Research limitations/implications

This research has several limitations that suggest further possibilities for empirical research. The limitations include the cross-sectional nature of the research and the judgment of a single manager as the basis of the perception analyzed for each group. Practical implications

The authors provide several implications for R&D practitioners. The results of this study could be validated in other universities in other geographic areas, enabling better generalization and applicability of the results. The results described may serve as a guide for group leaders of university R&D. This research helps us to see the importance of LDR in forming internal research networks that help researchers to perform common projects in order to obtain better results in the group. Thus, the groups provided better results to society. Originality/value

No studies have tested the moderating effect of LDR in university R&D empirically. The results provide information to fill this gap and demonstrate the applicability of LDR as a key element in the organization, improvement, and cohesion of R&D groups.