Individual perceptions of shared mental models of information and communication technology (ICT) and virtual team coordination and performance—The moderating role of flexibility in ICT use.

Abstract

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.

Belonging and Social Integration as Factors of Well-Being in Latin America and Latin Europe Organizations

“…Globally H5 and 6 were confirmed: TOaCE and CWa predicted GHWB, showing how implicit coordination and adaptation to the team’s environment are group processes that determine not only the functioning of the team but also the socio-emotional climate that is created in it, including a climate of trust and greater satisfaction in its members. Likewise, as Müller and Antoni (2020) point out, this study also shows that the degree of knowledge and management of ICTs is important for establishing greater implicit coordination in the team, which in turn will allow to probably develop a favorable socio-emotional climate. The team’s ability to adapt to its environment and to the workload imposed by the task involves the division and distribution of tasks and support among team members.…”

“…Work teams use them to share information quickly and effectively amongst members. To achieve high coordination for better performance and results, it is important that members have the same degree of knowledge and mastery over them ( Müller and Antoni, 2020 ). TOaCE refers to a climate of excellence, describing the shared concern for excellent quality in conducting tasks, associated with a shared vision or results.…”

Scale development and validation of shared mental models of information and communication technology (ICT SMM)

“…Although these four individual ICT KSAs are important prerequisites for virtual team members, the challenges they address are the challenges at team level (i.e. team communication, information sharing and misunderstandings) rather than at an individual level (Müller and Antoni, 2019). In addition to individual ICT KSAs, team processes such as team cognition also influence the challenges of efficient team communication via ICTs.…”

“…Organizations can only benefit from virtual teams and ICT use, if their teams can apply ICTs without entailing additional workload for team members (Handke et al , 2018; Hantula et al , 2011). Empirical findings indicated that shared knowledge of ICTs leads to better ICT use (Thomas and Bostrom, 2007), knowledge transfer (Hasty et al , 2006) and team coordination and performance (Müller and Antoni, 2020). In contrast, unshared knowledge of ICT netiquette leads to misunderstandings and frustration among team members (Klitmøller and Lauring, 2013).…”

“…In contrast, unshared knowledge of ICT netiquette leads to misunderstandings and frustration among team members (Klitmøller and Lauring, 2013). Thus, shared mental model (SMM) about ICTs (ICT SMM) seem to be important to consider for achieving high performance in teams using ICTs (Müller and Antoni, 2019).…”