System Breakdown: The Role of Mental Models and Transactive Memory in the Relationship between Acute Stress and Team Performance

By Aleksander P. J. Ellis. 2006

368 citations recorded by the source corpus.

Subfields: Control and Systems Engineering, Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3410a5dec2fe1828215c270086025c2f36e438b6

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In Control and Systems Engineering

In Management Science and Operations Research

In Social Psychology

Citations in the corpus

Shared work values and team member effectiveness: The mediation of trustfulness and trustworthiness (2008, background): “Given that each team member develops his or her own mental models to depict, understand, and predict events in the surrounding environment (Ellis, 2006; Mohammed & Dumville, 2001; Rouse & Morris, 1986), shared mental models should have a substantial influence on outcomes, not only at the team…”
Coordinating Expertise Among Emergent Groups Responding to Disasters (2007, background): “The high levels of stress that emergent response groups encounter are likely to have negative effects on individual and group information processing (cf. Ellis 2006, Moreland and Argote 2003).”
Social Capital and Knowledge Integration in Digitally Enabled Teams (2008, background): “Shared mental models can be developed when members have similar experiences that can be imported into situations, whether those experiences were developed jointly as a team or separately through individual action (Ellis 2006, Madhavan and Grover 1998).”
The cognitive underpinnings of effective teamwork: a meta-analysis. (2010, background): “Similarly, transactive memory has been linked to team performance (Austin, 2003; Hollingshead, 1998; Lewis, 2004; Moreland & Myakovsky, 2000; Pearsall & Ellis, 2006).”
Mental models in design teams: a valid approach to performance in design collaboration? (2007, methodology): “Most of the team mental model research has been conducted utilizing command and control tasks in simulations (e.g. Edwards et al. 2006, Ellis 2006, Mathieu et al. 2000, 2005, Stout et al. 1999) or in field samples (e.g. Lim and Klein 2006, Mathieu et al. 2006, Smith-Jentsch et al. 2005, Waller et…”
When Employees Are Out of Step with Coworkers: How Job Satisfaction Trajectory and Dispersion Influence Individual- and Unit-Level Voluntary Turnover (2012, background): “At the unit level, researchers could scrutinize transactive memory (Austin, 2003; Ilgen, Hollenbeck, Johnson, & Jundt, 2005) and shared mental models (Ellis, 2006), which may serve as the cognitive conduits that lead organization members to collectively retrieve, interpret, and process information r”
From the Editors Publishing Laboratory Research in AMJ: A Question of When, Not If (2008, background): “In another example, Ellis (2006) examined the effects of stress on team performance, manipulating stress by videotaping performance while noting that the videos of poorly performing teams might be broadcast in their classes. That manipulation captured the essence of a stressful event, lending a psyc”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, methodology): “As an example, Ellis (2006) investigated the role of acute stress on the performance of teams working on a command-and-control simulation.”
Team‐based reward allocation structures and the helping behaviors of outcome‐interdependent team members (2009, background): “Given the impact of team learning (West, 2000) and absorptive capacity (Cohen and Levinthal, 1990; Huber, 1999) on team performance (Ellis, 2006), the performance implications of group-based pay may have as much to do with the type of help members provide to one another (i.”
Leveraging Leaders (2015, background): “Stressful situations often cause people to “freeze,” hindering their ability to maintain effective interactions with others as well as perform job duties (Ellis, 2006; Staw, Sandelands, & Dutton, 1981).”
The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups (2008, neutral): “to reduce their attentiveness towards co-workers (Ellis, 2006).”
Teams in extreme environments: Alterations in team development and teamwork (2017, methodology): “…teams in military settings (Driskell, Burke, Driskell, Salas, & Neuberger, 2014), teams in nuclear plant control rooms (Stachowski et al., 2009), and other teams in various high-demand, high-stress environments (Ellis, 2006; Kamphuis, Gaillard, & Vogelaar, 2011; Pearsall, Ellis, & Stein, 2009).”