Effects of ICT Shared Mental Models on Team Processes and Outcomes

Müller, Rebecca; Antoni, Conny H.

doi:10.1177/1046496421997889

Cited by 10 publications

(11 citation statements)

References 54 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Not being aware of SMMs prevents team members from drawing upon them, and this limits their ability to predict or understand each other’s behaviour (Rentsch et al , 2009). While research on perceived SMMs is sparse, some recent studies (Marhefka et al , 2020; Müller and Antoni, 2020, 2022) have started to address the call for greater understanding of such perceptions of SMMs and how they influence team performance (Mohammed et al , 2010, 2021). For example, Marhefka et al (2020) conducted a study with virtual teams and found that perceived temporal mental model similarity positively predicts team viability but negatively predicts team performance.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Sharing time and goals in dyads: how shared tenure and goal interdependence influence perceived shared mental models

Rensburg

Santos

Jong

2023

TPM

View full text Add to dashboard Cite

Purpose An underlying assumption in the shared mental model (SMM) literature is that SMMs improve whilst team members work together for longer. However, whether dyad members indeed have higher perceived SMMs with higher shared tenure has not been explored. This study aims to, therefore, firstly, investigate this idea, and we do so by focusing on perceived SMMs at the dyadic level. Secondly, because in today’s fast-paced world perceived SMMs often need to be built quickly for dyads to perform, we assess if goal interdependence can reduce the dyadic tenure required for higher perceived SMM similarity. Thirdly, we analyse if these processes are related to dyadic performance. Design/methodology/approach We collected a dual-source sample of 88 leader–member dyads across various industries. We conducted PROCESS analyses to test their first-stage moderated mediation model. Findings Results showed that dyadic tenure was positively related to perceived SMM similarity, and that goal interdependence moderated this relationship. Additionally, perceived SMM similarity mediated the relationship between dyadic tenure and dyadic performance. Lastly, the overall moderated mediation model was supported. Originality/value We contribute to the perceived SMM literature by: investigating perceived SMMs in dyads, testing a key idea regarding the influence of dyadic tenure on perceived SMMs and investigating how goal interdependence may prompt perceived SMM similarity earlier in dyadic tenure and, ultimately, improve dyadic performance.

show abstract

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

“…Importantly, without a mutual awareness that the mental model of each individual in a dyad is similar to that of the other – i.e. perceived SMM similarity – team members may not reliably act on and hence benefit therefrom (Burtscher and Oostlander, 2019; Marhefka et al , 2020; Müller and Antoni, 2020, 2022; van Rensburg et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

Sharing time and goals in dyads: how shared tenure and goal interdependence influence perceived shared mental models

Rensburg

Santos

Jong

2023

TPM

View full text Add to dashboard Cite

show abstract

“…In post-pandemic times, teaching will remain online to some extent, and digital elements and platforms will be integrated into in-person teaching. Teachers and students should ensure transparent rules so that shared mental models specifying when, why, and how to use which ICT can emerge ( Müller & Antoni, 2022 ).…”

Section: Concluding Lessons Learned Beyond Pandemic Timesmentioning

confidence: 99%

Technostress During COVID-19: Action Regulation Hindrances and the Mediating Role of Basic Human Needs among Psychology Students

Schauffel

Kaufmann

Rynek

et al. 2022

Psychology Learning & Teaching

View full text Add to dashboard Cite

The COVID-19 pandemic led to an abrupt change from in-person to online teaching in higher education, resulting in increased use of information and communication technology (ICT) and students’ stress and uncertainty. Integrating theories of human motivation, stress, and humane work design, we investigated whether different types of action regulation hindrances (ARH) pertaining to human (ICT competence deficits), technology (technical problems), interaction (coordination difficulties), and task aspects (work overload) related to technostress (H1). Furthermore, we examined if this relationship was mediated by satisfaction of the basic human needs for competence, autonomy, and relatedness (H2). Our analysis of causes and mechanisms of technostress is based on cross-sectional survey data (self-report) from 205 psychology students attending an organizational psychology class that was switched from an in-person to an online format due to the COVID-19 pandemic. Structural equation modeling revealed that different types of ARH (i.e., ICT competence deficits, technical problems, coordination difficulties, work overload) positively predicted technostress (β = .17 to β = .42, p < .05). The effects were (partially) mediated by satisfaction of the need for autonomy (β = .11 to β = .15, p < .05), for all ARH except technical problems (β = .01, p = .86). We discuss implications for online course planning, technostress prevention as well as potential interventions beyond pandemic times.

show abstract

“…Information and communication technology advances have contributed to the increased popularity of the VPT [6]. When it comes to virtual teams, technology can be a valuable tool, which enables group members to communicate effectively [6,10,11]. The choice of the communication medium affects the social dynamics within virtual teams [13].…”

Section: ░ 2 Literature Reviewmentioning

confidence: 99%

Strategies for Developing Trust in Virtual Project Teams

Ritter

Williams

Simmons

2021

IJBMR

View full text Add to dashboard Cite

Organizational leaders often fail to use the trust building strategies necessary for the successful implementation of virtual project teams (VPTs). Grounded in Meyerson et al.’s swift trust theory, the purpose of this qualitative single case study was to explore strategies project team leaders (PTLs) and project management office leaders in charitable nonprofit organizations leverage to effectively develop trust in VPTs. The participants were six PTLs and project management office leaders from a charitable nonprofit organization in the Washington, DC metropolitan area. Data were collected through semi structured interviews and a review of the organizational documentation. Data analysis occurred through a thematic approach. The major themes emerging from the study were trust, leadership, communication, and technology. A key recommendation is for leaders to create an environment conducive to effective communication and the right technology to facilitate the collaboration and work efforts of the team. The implications for positive social change include the potential for nonprofit organizations to effectively utilize VPTs in support of humanitarian and disaster relief projects for the benefit of people and communities around the world.

show abstract

Effects of ICT Shared Mental Models on Team Processes and Outcomes

Cited by 10 publications

References 54 publications

Sharing time and goals in dyads: how shared tenure and goal interdependence influence perceived shared mental models

Sharing time and goals in dyads: how shared tenure and goal interdependence influence perceived shared mental models

Technostress During COVID-19: Action Regulation Hindrances and the Mediating Role of Basic Human Needs among Psychology Students

Strategies for Developing Trust in Virtual Project Teams

Contact Info

Product

Resources

About