The effect of transactive memory systems on job stress of new product development teams: moderating effects of project complexity and technological turbulence

Abstract

Despite significant evidence that new product development (NPD) project teams self-destruct in stressful situations, empirical research on stress interventions is notable sparse. The current article extends research on stress reduction strategies in the context of NPD teams by considering the role of Transactive Memory Systems (TMS) in lowering job stress. Drawing on the job demand-control-support theory, we argue that NPD teams with a strong TMS regulate and address job demands more effectively, have greater control over critical team tasks, and enjoy a supportive team's environment and thus, experience less stress. The article also investigates the moderating effects of project complexity and technological turbulence on the relationship between TMS and job stress. The results, based on data from 140 NPD projects, reveal that a TMS can lower job stress which, in turn, decreases team learning and job satisfaction. Also, TMS appears more effective to reduce stress in situations of high and moderate project complexity and low and medium technological turbulence.