Coordination and performance of virtual teams depend on the use of information and communication technology (ICT). Team members use many ICTs to collaborate with each other. Research has shown that shared mental models (SMM) improve team coordination and performance. Based on these results, we expect that for virtual teams, ICT SMM are positively related to team coordination and performance. Specifically, the relationship between ICT SMM and coordination is stronger if virtual team members have less flexibility in ICT use. We expect that ICT SMM explain incremental variance of team coordination and performance beyond teamwork and taskwork SMM. One hundred forty-one employees of two IT companies working in 31 virtual teams participated. Results of multilevel model analyses supported the positive relation between individual perceptions of ICT SMM and team coordination and performance, but not for objective ICT SMM. Results of analyses with aggregated team data indicate the same direction. Results showed that individual perceptions of ICT SMM explained incremental variance of team coordination beyond individual perceptions of teamwork and taskwork SMM. The relation between individual perceptions of ICT SMM and team coordination was moderated by flexibility in ICT use. Individual perceptions of ICT SMM seem to be relevant for virtual teamwork. Longitudinal and experimental studies exploring the differential causal effects of SMM subtypes on team coordination and performance seem to be promising. Highlights and Implications• ICT SMM seem to be another SMM subtype besides teamwork and taskwork SMM that is relevant in virtual teams and should be considered in future research. • Individual perceptions of ICT SMM have an incremental value for virtual team coordination beyond individual perceptions of teamwork and taskwork SMM. • Individual perceptions of ICT SMM are more important for team coordination if team members have less flexibility in their ICT use. • In virtual teams, organizations and team leaders should ensure that team members have a common understanding of their ICT use for successful team coordination and performance.

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Although existing studies have shown that shared mental models of information and communication technology (ICT shared mental models) are related to better computer-mediated teamwork, causal effects on team processes and outcomes remain unclear. This study analyzes the effects of ICT shared mental models on team effectiveness indicators via ICT use and team communication. Results based on 69 three-person teams show that manipulated ICT shared mental models significantly influence team performance, coordination effectiveness, and affective team commitment, partially mediated by consistent ICT use in a team and team communication. Study results extend findings on antecedents, mechanisms, and effects of ICT shared mental models.

Purpose Virtual teams are on the rise and many companies are implementing them to compete for the most talented experts. However, the use of information and communication technology (ICT), on which virtual teams depend, often ends in communication chaos. Research has shown that shared mental models (SMM), which are knowledge structures on team level, enhance team communication. In teams, which use ICTs, shared mental models of ICTs (ICT SMM) seem to be important. However, few studies that investigated ICT SMM have used different measurements that restrict their generalization. The purpose of this study is to define ICT SMM as well as develop and validate an ICT SMM scale. Design/methodology/approach This study used a cross-sectional questionnaire in two different samples (N1 = 117 students and N2 = 165 employees). Findings The results of item and factor analyses indicated that ICT SMM contain at least two facets, ICT functionalities and task-specific ICT use and are distinct from teamwork, taskwork and temporal SMM. The ICT SMM scale reached good validity and reliability. On an individual level, ICT SMM were positively associated with perceived team performance and coordination and negatively with ineffective communication, workload and frustration. Research limitations/implications Future research using teams as sample to validate the ICT SMM scale seems to be promising. Originality/value To the best of authors’ knowledge, this is the first study that developed and validated a rating scale to measure SMM of ICT in different samples.

Zusammenfassung Dieser Beitrag der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) analysiert die Entwicklung eines Tools für digitales Ideenmanagement (IdeaCheck), und dessen Implementierung anhand eines Fallbeispiels aus einem mittelständischen deutschen IT-Unternehmen. Ziel ist es, das inhaltliche Konzept von IdeaCheck aufbauend auf psychologischen Theorien zu erläutern und Erfahrungen mit dem Tool bei der ersten Implementierung zu berichten sowie Möglichkeiten für die Anwendung und Weiterentwicklung von dem IdeaCheck zu diskutieren. Dabei werden anhand eines Fallbeispiels zunächst die Herausforderungen beschrieben, die durch die zunehmende Digitalisierung der Zusammenarbeit für das Ideenmanagement entstehen. Anschließend wird der Aufbau des Tools beschrieben und dargestellt, welche Ziele mit dem IdeaCheck erreicht werden sollen. Der erste Einsatz des IdeaCheck in einem Unternehmen wurde formativ evaluiert. Die dabei gewonnenen Erkenntnisse werden reflektiert und Perspektiven für die weitere Anwendung und Weiterentwicklung des Tools aufgezeigt. Schlüsselwörter Ideenmanagement • Innovation • Digitale Zusammenarbeit • Formative Evaluation Development, implementation and evaluation of a digital idea management system. A case analysis Abstract This article in the journal Gruppe. Interaktion. Organisation. (GIO) analyses the development and implementation of a digital idea management tool (IdeaCheck) based on a case study of a medium-sized German IT company. The aim is to explain the concept of IdeaCheck with regard to underlying psychological theories and to reflect critically the experiences with the tool during its first implementation. Based on these findings, potentials for application and future development of IdeaCheck will be discussed. Within the case study, we first describe the challenges that digital collaboration poses for idea management. Subsequently, the structure of IdeaCheck and its objectives are described. The first use of IdeaCheck in a company was evaluated formatively. These results are reflected and perspectives for the further application and development of the tool are discussed.