The temporal priority of team learning behaviors vs. shared mental models in service management teams

Guchait, Priyanko; Hamilton, Katherine

doi:10.1016/j.ijhm.2013.01.004

Cited by 21 publications

(22 citation statements)

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“…Additionally, these findings will demonstrate some of the positive outcomes of errors and error management, responding to the call for more empirical studies demonstrating the positive consequences of errors (Frese & Keith, 2015). Moreover, research on teamwork and team performance is limited even though teamwork is predominant in the hospitality industry (Guchait & Hamilton, 2013). To fill this research gap, the study identified two team-based variables (management-team performance and creativity), both of which are critical for the overall organizational performance (Lewis, 2004), and explored their antecedent: the error management culture.…”

Section: Introductionmentioning

confidence: 90%

“…Services scholars have noted that a successful organization (hotel) requires teamwork (Hu et al, 2009). Although there are few studies on teamwork and team performance in the hospitality industry (such as in the hotel and restaurant industry) (Guchait & Hamilton, 2013), scholars have noticed the important impact of organizational culture on effective team performance. For example, Hu et al (2009) showed that a culture of teamwork in hotels influence service innovation performance.…”

Section: Errors and Error Management Culturementioning

confidence: 99%

“…In a study of restaurant-management teams, Guchait (2013) demonstrated that shared knowledge of interpersonal interaction requirements (e.g., role interdependencies) and teammates (e.g., preferences) influences team performance. Moreover, open communication about errors makes it possible for team members to help others in error situations (Guchait et al, 2014b).…”

Section: Errors and Error Management Culturementioning

confidence: 99%

See 2 more Smart Citations

Impact of error management culture on organizational performance, management-team performance and creativity in the hospitality industry

Guchait

Qin

Madera

et al. 2018

International Journal of Hospitality & Tourism Administrati

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The purpose of this study is to examine how organizational error management culture impacts organizational performance, management-team performance and creativity in the hospitality industry. In addition, this study examined the mediating effect of management-team learning behavior between error management culture and outcomes. Data were collected from general managers of 148 hotels in China using survey questionnaires. Results indicated that general managers' perceptions of organizational error management culture had a significant impact on all outcome variables. Additionally, the study found the mediating effect of management-team learning behavior.

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Section: Introductionmentioning

confidence: 90%

Section: Errors and Error Management Culturementioning

confidence: 99%

Section: Errors and Error Management Culturementioning

confidence: 99%

See 1 more Smart Citation

Impact of error management culture on organizational performance, management-team performance and creativity in the hospitality industry

Guchait

Qin

Madera

et al. 2018

International Journal of Hospitality & Tourism Administrati

Self Cite

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“…Since the beginning of the 21 st century, team learning has become the subject of considerable attention (Van der Haar et al 2013;Guchait & Hamilton, 2013;Hedlund & Österberg, 2013), but even today, team learning is not completely understood and requires further examination. The important fact which is often neglected is that team learning requires an environment in which team members are encouraged to experiment, freely state new ideas, learn from each other, develop their full potential and creativity (Berber & Slavić, 2016).…”

Section: The Importance Of Team Learning: Literature Reviewmentioning

confidence: 99%

Team Learning Processes and Activities in Organization: A Case Study

Lazarević

Lukic

2018

Economic Themes

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Organizations in today's environment are relied on teams and their learning as key determinants for survival and success. The aim of this paper is to identify the key team learning processes and activities in organizations and to examine how the eventual appearance and growth of the problems in team impact on those processes and activities. Research was conducted in nine teams with 79 members in one public service organization located in Belgrade, Serbia, using interview and questionnaire techniques. Descriptive analysis, linear regression and Pearson correlation coefficient were used for processing and interpreting collected data. The results show that undefined roles of team members, a lack of trust among them, inadequate rewards, inadequate leadership and team management, will cause a moderate decrease in team learning processes and activities. The value of this research is that growing reliance on teamwork in organizations put pressure on leaders and managers to understand the factors that enable and stimulate team learning processes and activities, but also to identify and overcome all problems that may arise in teams and slow down the learning in teams as one of the most important processes.

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“…To achieve this level of coordination, work team members often need to develop common, unspoken schemas for the tasks that they're completing (often referred to as shared mental models). By developing these shared mental models, team members are better equipped to anticipate one another's needs, and seamlessly coordinate their work together (see for instance Guchait & Hamilton, 2013;DeChurch, & Mesmer-Magnus, 2010b;Espevik, Johnsen, Eid, & Thayer, 2006;Smith-Jentsch, Mathieu, & Kraiger, 2005). Indeed, shared mental models among team members have been found to be an important predictor of task performance (for instance DeChurch & Mesmer-Magnus, 2010a;Zhou & Wang, 2010;Lim & Klein, 2006;Mathieu, Heffner, Goodwin, Salas, & Cannon-Bowers, 2000).…”

Section: Introductionmentioning

confidence: 99%

Getting From ‘Me’ to ‘We’: Role Clarity, Team Process, and the Transition From Individual Knowledge to Shared Mental Models in Employee Dyads

Cassidy

Stanley

2018

Can J Adm Sci

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Shared mental models are crucial for team functioning; however, little research to date has focussed on uncovering the predictors of shared mental models. The present study investigates the effect of role clarity on shared mental models by means of its indirect effects via team process. Two hundred and two undergraduate students participated in a dyadic firefighting simulation in which their role clarity, team process, and mental model similarity were measured. Analyses conducted at the dyadic level suggest that role clarity predicts mental model similarity via its effects on team process. RésuméLes recherches précédentes suggèrent que les modèles mentaux partagés sont essentiels pour le fonctionnement d'une équipe; cependant, peu de recherches à ce jour ont mis l'accent sur la découverte des prédicteurs de modèles mentaux partagés. L'étude présente examine l'effet de la clarté de rôle sur les modèles mentaux partagés par ses effets indirects via le processus d'équipe. Deux cent deux étudiants de premier cycle ont participés à une simulation de lutte contre les incendies dyadique dans laquelle la clarté de leur rôle, leur processus d'équipe et le modèle de similarité mentale ont été mesurés. Les analyses ont été effectuées au niveau dyadique. Les résultats suggèrent que la clarté de rôle prédit le modèle de similarité mentale par ses effets sur le processus d'équipe.

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The temporal priority of team learning behaviors vs. shared mental models in service management teams

Cited by 21 publications

References 59 publications

Impact of error management culture on organizational performance, management-team performance and creativity in the hospitality industry

Impact of error management culture on organizational performance, management-team performance and creativity in the hospitality industry

Team Learning Processes and Activities in Organization: A Case Study

Getting From ‘Me’ to ‘We’: Role Clarity, Team Process, and the Transition From Individual Knowledge to Shared Mental Models in Employee Dyads

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