This study examines the top management team's internal and external advice seeking behavior in affecting exploratory innovation, i.e. innovation aimed at new markets or based on radically new technologies. Additionally, hypotheses are developed in which the impact of TMT advice seeking on...

This paper explores the neglected area of social ties in globally dispersed teams. The paper proposes a framework in which three stages in the development of social ties in a globally distributed team are considered: before face-to-face (F2F), during F2F, and after F2F meetings. These stages...

This article explores the process through which social ties in globally dispersed software development teams are created and renewed. The paper argues that because face-to-face (F2F) meetings and ICT are limited in providing support for the build-up and renewal of social ties in long, complex...

Globally distributed teams have become increasingly common in many sectors. Yet managing dispersed groups is far more challenging than managing co-located teams. Some advances in supporting globally distributed collaborative work have been introduced in recent years mainly in the form of...

This paper explores the role of transactive memory in enabling knowledge transfer between globally distributed teams. While the information systems literature has recently acknowledged the role transactive memory plays in improving knowledge processes and performance in colocated teams, little...