Recent research on top management teams examines the effects of team processes on performance. This study attempts to add to this literature by examining how social political relations such as conflict and trust among members of a top management team moderate the performance effects of the team's cognitive processes, as represented by its transactive memory. The results indicate that the location dimension of transactive memory positively influences performance for teams with low levels of relationship conflict but has no significant effect for teams with high levels of relationship conflict.
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