Team mental models in a team knowledge framework: expanding theory and measurement across disciplinary boundaries

By Susan Mohammed, Brad C. Dumville. 2001

953 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Communication, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6d90ed34f1f48c5b967f68c08f3aa5c7754466fc

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Citations in the corpus

Shared work values and team member effectiveness: The mediation of trustfulness and trustworthiness (2008, background): “…that shared mental models do not refer to a unitary concept; multiple mental models co-exist among team members at a given point in time (Cannon-Bowers & Salas, 2001; Cannon-Bowers et al., 1993; Klimoski & Mohammed, 1994; Mathieu et al., 2000; Mohammed & Dumville, 2001; Rentsch & Hall, 1994).”
Differentiating knowledge in teams: The effect of shared declarative and procedural knowledge on team performance (2007, background): “…organization of knowledge in teams is widely acknowledged to be a key factor in determining team performance, particularly knowledge that is organized within teams as „shared mental models‟ (SMMs) (e.g. Cannon-Bowers, Salas & Converse, 1993; Klimoski & Mohammed, 1994; Mohammed & Dumville, 2001).”
Measuring Sharedness of Team-Related Knowledge: Design and Validation of a Shared Mental Model Instrument (2007, background): “It has been argued that team attitude enables teammates to have compatible perceptions about the task/ environment and ultimately reach effective decisions (Carron and Hausenblas, 1998; Mohammed and Dumville, 2001).”
Team adaptation in context: An integrated conceptual model and meta-analytic review (2017, background): “…of each team member and team process behaviors,” (Cooke, Salas, Keikel, & Bell, 2004, p. 85) influencing performance through members’ shared understanding of tasks, roles, and situations, and enhancing implicit task coordination (e.g., Klimoski & Mohammed, 1994; Mohammed & Dumville, 2001).”
Job and team design: Toward a more integrative conceptualization of work design (2008, background): “Team experience is particularly important for team performance (Berman et al., 2002), in that teams with higher team experience can develop complex information exchange systems (e.g., shared mental models and transactive memory; Mohammed & Dumville, 2001).”
The Influence of Relationship Conflict and Trust on the Transactive Memory (2005, background): “…shared mental models that also adopt a social cognition perspective (Klimoski & Mohammed, 1994) but differs from them with its emphasis on task-oriented domains of expertise and in its use of a “distributed” rather than a “held in common” definition of expertise sharing (Mohammed & Dumville, 2001).”
17 Work Groups and Teams in Organizations (2012, background): “Moreland and Levine (1989) provide several suggestions in this regard.”
A Qualitative Investigation of a Personal-Disclosure Mutual-Sharing Team Building Activity (2004, background): “Yukelson (2001) suggested that when athletes discover things about each other that they typically would not know, they gain a deeper appreciation and understanding of the problems and issues faced by fellow team members (see also Orlick, 1990). Both Yukelson (2001) and Hardy and Crace (1997) further”
Team Emotional Intelligence and Performance (2012, background): “This decrease in monitoring (freeing up cognitive resources) and associated increase in reliability results in less need for extensive control and, subsequently, in improved performance (Lewis, 2003; Mohammed & Dumville, 2001).”
Transactive Memory Systems (2008, background): “In contrast, the group learning literature has emphasized the overlapping definition of sharing, arguing that knowledge reflecting how the group functions together and communicative processes is held in common by all group members (Mohammed & Dumville, 2001).”
The Dynamics of Emergence: Cognition and Cohesion in Work Teams (2012, background): “33: 335–354 (2012) DOI: 10.1002/mde what, team members can access the distinct expertise and knowledge of other members, thereby enabling collective access to knowledge as needed (Mohammed and Dumville, 2001).”
Team learning: building shared mental models (2011, background): “In order for teams to achieve a shared mental representation of the key elements of the task environment, changes in the knowledge of team members occur (Mohammed and Dumville 2001).”
On Teams, Teamwork, and Team Performance: Discoveries and Developments (2008, background): “…processes under varying task conditions (Entin & Serfaty, 1999), interpret environmental cues in a similar or complementary manner (Naylor & Amazeen, 2004; Salas, Prince, Baker, & Shrestha, 1995), and make compatible decisions and carry out coordinated action (Mohammed & Dumville, 2001).”
Group cognition, membership change, and performance: Investigating the benefits and detriments of collective knowledge ☆ (2007, background): “…consensus, shared meaning, group situation awareness, teamwork schemas, collective mind, and shared mental models: Klimoski & Mohammed, 1994; Mohammed & Dumville, 2001) in its elaboration of the interrelated functioning of two distinct components of group cognition (Wegner, 1986; Wegner,…”