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We examined team performance as it was affected by organizationally supported face‐to‐face and technology‐mediated knowledge practices. Guided by an information processing perspective, we demonstrate from a field study of over 250 teams within a global Fortune 100 technology company that team member participation in face‐to‐face and technology‐mediated knowledge practices (e.g., community of practice (CoP) meeting attendance and use of CoP‐related technologies, respectively), and team knowledge sharing practices are positively related to individual team member knowledge. We predicted that absorptive capacity would moderate tacit knowledge relationships with team performance, and that transactive memory would moderate explicit knowledge relationships with team performance. We found that the patterns of relationships differed depending on the measure of team performance. The …