Planning and Team Shared Mental Models as Predictors of Team Collaborative Processes

<p>This study evaluates the role of team planning and the similarity of team shared mental models (TSMMs) as predictors of two types of collaborative behaviors that are known to contribute to team performance. A computer-based Networked Fire Chief (NFC) simulation task was used as a testing environment for emergent and dynamic situations. The relationships among team planning, similarity of task-focused team shared mental models (TASKTSMMs), similarity of team-focused team shared mental models (TEAMTSMMs), team backup behaviors, and implicit coordination were tested. This study provides evidence for the mediation effect of similarity of TASKTSMMs between team planning and team backup behaviors, and the mediation effect of team backup behaviors between similarity of TASKTSMMs and team performance. The results suggest that better team planning is more likely to encourage more backup behaviors and improved performance through teams having more similar task-focused mental models. Both the theoretical and practical implications were discussed and the limitations and future research were also addressed in the study.</p>

Name thesis:degree_name

Doctor of Philosophy (PhD)

Level thesis:degree_level

Dissertation

Discipline thesis:degree_discipline

Engineering Management & Systems Engineering

Year dc:date.available

2017

Author dc:creator

• Zhou, Zikai

Contributors dc:contributor

• Pilar Pazos
• Adrian Gheorge
• Charles Daniels
• Edward Markowski

• Emergent and dynamic situations
• Team backup behaviors
• Team implicit coordination
• Team management
• Team planning
• Team shared mental models
• Business Administration, Management, and Operations
• Engineering
• Organizational Behavior and Theory

Identifier

9780355096446

OAI identifier oai:identifier

oai:digitalcommons.odu.edu:emse_etds-1014