The contingent effect of constructive confrontation on the relationship between shared mental models and decision quality

2007 ◽  
Vol 29 (1) ◽  
pp. 119-137 ◽  
Author(s):  
Franz W. Kellermanns ◽  
Steven W. Floyd ◽  
Allison W. Pearson ◽  
Barbara Spencer
2010 ◽  
Vol 38 (4) ◽  
pp. 433-444 ◽  
Author(s):  
Ying Zhou ◽  
Erping Wang

The effects of shared mental models on the relationship between episodic team behavioral processes and performance were investigated, while teams were using an experimentally stimulated construction project planning program. The results indicated that episodic team processes made positive contributions to the team performance. Furthermore, a hierarchical linear regression indicated that the convergence of shared teamwork mental models moderated the effects of team processes on team performance. Specifically, the positive impact of team processes on performance was found to be improved for those teams who shared more similar teamwork mental models than for teams who hold fewer similar teamwork mental models. Potential implications and relevant impacts on future research are discussed.


2016 ◽  
Vol 14 (36) ◽  
pp. 69-87 ◽  
Author(s):  
René Fabián Zúñiga Muñoz ◽  
Julio Ariel Hurtado Alegría ◽  
Patricia Paderewsky Rodríguez

The development of skills that allow children to perform satisfactorily in their training process and, later, in their work or social life, has become an objective for all educational and training models developed. This article deals with the relationship between thinking development skills, shared mental models and abstraction mechanisms, from a theoretical review and application with children aged between eight and twelve, from the Childprogramming methodology in a public education institution in Colombia. The results recorded at the end of the practices with this group of students, especially when assessing the progressive use of abstraction mechanisms in the Scratch environment, are presented, using the Dr. Scratch platform. 


2008 ◽  
Vol 32 (6) ◽  
pp. 999-1006 ◽  
Author(s):  
Franz W. Kellermanns ◽  
Tim Barnett

In this commentary, we extend Sirmon, Arregle, Hitt, and Webb's work in this issue by introducing shared mental models as antecedents of threat of imitability recognition and as moderators of the relationship between threat recognition and strategic action. Specifically, while Sirmon, Arregle, Hitt, and Webb focus on responses to threat recognition, we develop propositions on how shared mental models related to business issues affect the threat recognition process and on how shared mental models related to family issues influence strategic responses to recognized threats. Implications and areas for future research are discussed.


Author(s):  
Rene'e Stout ◽  
Eduardo Salas

Critical decisions are made every day by teams of individuals who must coordinate their activities to achieve effectiveness. Recently, researchers have suggested that shared mental models among team members may help them to make successful decisions. Several avenues for training shared mental models in teams exist, one of which is training in planning behaviors. The relationship between team planning, team shared mental models, and coordinated team decision making and performance is explored.


Author(s):  
Raegan M. Hoeft ◽  
Florian Jentsch ◽  
Kimberly Smith-Jentsch ◽  
Clint Bowers

Previous research has suggested that when high-performing teams are experiencing increased workload, they will adaptively shift from explicit to more implicit forms of coordination. This is thought to occur because the team members have shared mental models (SMMs) which allow them to anticipate one another's needs. However, it is currently not known how SMMs are related to implicit coordination. Much of the research on SMMs had focused on the actual level of sharedness and, to some degree, on the accuracy of each team member's model. However, to our knowledge, none has investigated the relationship between SMMs and implicit coordination. Furthermore, one line of research that has received very little attention is the notion of perceptions of sharedness. Must team members have an accurate perception of how well they share mental models in order to exploit them via implicit coordination? The purpose of this paper is to explore these fundamental questions that drive the process of implicit coordination.


2012 ◽  
Author(s):  
Pia Justen ◽  
Robert R. van Doorn ◽  
Fred Zijlstra ◽  
Jelke van der Pal

2011 ◽  
Author(s):  
Nicholas J. Arreola ◽  
Erika Robinson-Morral ◽  
Danielle A. S. Crough ◽  
Ben G. Wigert ◽  
Brad Hullsiek ◽  
...  

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