Team Implicit Coordination Processes: A Team Knowledge–Based Approach

Rico, Ramón; Sánchez-Manzanares, Miriam; Gil, Francisco; Gibson, Cristina B.

doi:10.5465/amr.2008.27751276

Cited by 600 publications

(637 citation statements)

References 85 publications

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“…Important temporal considerations include performance episodes (Marks et al, 2001), dynamic cognition (Rico et al, 2008), and adaptive team performance outcomes (Burke, Stagl, Salas, Pierce, & Kendall, 2006;Kozlowski, Gully, Nason, & Smith, 1999). The current findings show cognition is more strongly related to transition process than to action process.…”

Section: Future Directions In Team Cognition Researchmentioning

confidence: 99%

The cognitive underpinnings of effective teamwork: A meta-analysis.

DeChurch

Mesmer‐Magnus

2010

Journal of Applied Psychology

769

729

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Major theories of team effectiveness position emergent collective cognitive processes as central drivers of team performance. We meta-analytically cumulated 231 correlations culled from 65 independent studies of team cognition and its relations to teamwork processes, motivational states, and performance outcomes. We examined both broad relationships among cognition, behavior, motivation, and performance, as well as 3 underpinnings of team cognition as potential moderators of these relationships. Findings reveal there is indeed a cognitive foundation to teamwork; team cognition has strong positive relationships to team behavioral process, motivational states, and team performance. Meta-analytic regressions further indicate that team cognition explains significant incremental variance in team performance after the effects of behavioral and motivational dynamics have been controlled. The nature of emergence, form of cognition, and content of cognition moderate relationships among cognition, process, and performance, as do task interdependence and team type. Taken together, these findings not only cumulate extant research on team cognition but also provide a new interpretation of the impact of underlying dimensions of cognition as a way to frame and extend future research. Keywords: team cognition, mental model, transactive memory, shared cognition, meta-analysisWinning is about having the whole team on the same page.-Bill WaltonIf everyone is thinking alike, then somebody isn't thinking.-George PattonThe reality for many organizations today is that work has become complex enough to require the use of teams at all hierarchical levels. Organizational success hinges upon the ability of teams to collaborate effectively and work efficiently toward solving complex problems. Therefore, understanding how information is collectively processed has become critical (Hinsz, Tindale, & Vollrath, 1997). As the opening quotes illustrate, there are commonly held beliefs that effective teamwork requires members to hold similar cognitive structures, and also those suggesting distinctive knowledge configurations are key. Consistent with these commonsense views of cognition, researchers have invoked constructs such as shared mental models (Cannon-Bowers, Salas, & Converse, 1993) and transactive memory systems (Moreland, Argote, & Krishnan, 1996) to examine the role of emergent collective cognition in team functioning. Since the early 1990s, investigators have attempted to uncover the importance of collective cognition using a variety of conceptualizations, empirical methods, and research strategies. Despite this substantial progress, the substantive and methodological differences across studies present a challenge for discerning a clear pattern of relationships in a way that enables research in this area to move forward (CannonBowers & Salas, 2001).In the current study, we used meta-analysis to empirically organize prior work on the basis of underlying dimensions of cognition, team features, and study characteristics. In doing so, we h...

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Section: Future Directions In Team Cognition Researchmentioning

confidence: 99%

The cognitive underpinnings of effective teamwork: A meta-analysis.

DeChurch

Mesmer‐Magnus

2010

Journal of Applied Psychology

769

729

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“…Although our findings suggest that certain types of role identification behaviors lead to the initial emergence of both cognitions, other aspects of role identification may be required for continued development. For example, transactive memory systems continue to benefit from the exchange of "higher order information" (Lewis et al, 2005, p. 584) to habitual routines, models may not be updated to reflect changes to the team or task (Rico et al, 2008). Therefore, it is possible that mental model development may plateau much more quickly than transactive memory or that different forms of communication are necessary for its continued development.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Building the infrastructure: The effects of role identification behaviors on team cognition development and performance.

Pearsall¹,

Ellis²,

Bell³

2010

Journal of Applied Psychology

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The primary purpose of this study was to extend theory and research regarding the emergence of mental models and transactive memory in teams. Utilizing Kozlowski et al. 's (1999) model of team compilation, we examine the effect of role identification behaviors and argue that such behaviors represent the initial building blocks of team cognition during the role compilation phase of team development. We then hypothesized that team mental models and transactive memory would convey the effects of these behaviors onto team performance in the team compilation phase of development. Results from 60 teams working on a command and control simulation supported our hypotheses. AbstractThe primary purpose of this study was to extend theory and research regarding the

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“…When the individual mental models of virtual team members coincide or overlap, members can anticipate or predict the activities and needs of others; this allows them to adapt to changing demands, and the team's effectiveness is enhanced (CannonBowers et al, 1993;Mathieu et al, 2000;Rico, et al, 2008). For example, Lim and Klein (2006) report on a field study in which teams whose members structured and organized their knowledge in a similar fashion found it easy to coordinate their activities.…”

Section: Team Mental Models Team Performance and Team Outcomesmentioning

confidence: 99%

“…In virtual teams, a failure to synchronize the mental models of individual members may create process loss and ineffective team processes (Rico et al, 2008).…”

Section: Team Mental Models Team Performance and Team Outcomesmentioning

confidence: 99%