経営行動科学

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This study aims to elucidate the mechanism of transactive memory systems （TMS） development in the team with informational diversity and task complexity. As management issues become more complex and volatile, cross-organizational teams are gaining attention. TMS is useful for understanding teamwork in such cross-organizational teams accompanied by informational diversity and task complexity. However, for the TMS development, few studies focus on contextual factors including team member diversity and task complexity. Furthermore, it is not clear how TMS develops with such factors. To address these problems, we studied 14 cross-organizational teams, conducting semi-structured interviews with 19 informants, supplemented by observations of the teams. The grounded theory approach and the Gioia methodology were used to analyze the data. We found that, in teams with informational diversity and complex tasks; 1） 'relationship change between members' is required for progress of TMS development; 2） occurrence and resolution of discord is characteristic when TMS is developed ; 3） trial and error during poor teamwork phase is essential to realize 'relationship change between members'.

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This study examined how career self-reliance moderates the relationship between human resource development and employees’ organizational and job engagement, using data collected on 637 full-time employees. The results show the following. First, human resource development had a positive and significant impact on both job and organizational engagement. Second, the moderating effect of career self-reliance was observed only between human resource development and job engagement. The finding suggests that for employees with a high sense of career self-reliance, the additional effect of human resource development may be reflected in their attitudes toward their jobs, not toward organization they belong to. Based on the findings, theoretical and practical contributions were discussed.

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