Abstract

Regulating the creativity of virtual teams (VTs) has turned up to be a major concern for many companies. Furthermore, organizations with geographically distributed teams, are struggling to keep up satisfactory VT relations to enhance creativity initiatives. This research analyses how firms can manage the relationship between transactive memory systems (TMS) components (specialization, coordination and credibility) with VT creativity. We examined the collected data from 231 professionals employing structural equation modeling to assess the model fit and partial least squares to evaluate the robustness of our results. Our investigations found different results. The first conclusion shows that TMS components have a positive impact on VT creativity. Second, our study gives a confirmation of the combined intra and inter-TMS components’ effect on VT creativity.

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