Facet personality and surface-level diversity as team mental model antecedents: Implications for implicit coordination.

Abstract

Team mental models (TMMs) have received much attention as important drivers of effective team processes and performance. Less is known about the factors that give rise to these shared cognitive structures. We examined potential antecedents of TMMs, with a specific focus on team composition variables, including various facets of personality and surface-level diversity. Further, we examined implicit coordination as an important outcome of TMMs. Results suggest that team composition in terms of the cooperation facet of agreeableness and racial diversity were significantly related to team-focused TMM similarity. TMM similarity was also positively predictive of implicit coordination, which mediated the relationship between TMM similarity and team performance. Post hoc analyses revealed a significant interaction between the trust facet of agreeableness and racial diversity in predicting TMM similarity. Results are discussed in terms of facilitating the emergence of TMMs and corresponding implications for team-related human resource practices.

Extrinsic and Intrinsic Factors Influencing Employee Motivation: Lessons from AMREF Health Africa in Kenya

“…In order to achieve their goals and objectives, organizations develop strategies to compete in highly competitive markets and to increase their performance. Nevertheless, just a few organizations consider human capital as being their main asset, capable of leading them to success or if not managed properly can lead to failure of the organization and high staff turnover (Fisher, 2012).According to Ran (2009), employers are faced with the task of motivating employees and creating high job satisfaction among their staff. Developing programs and policies that embrace job satisfaction and serve to motivate employees takes time and money.…”

The Effect of Undergraduate Library Users' Dyadic Diversity Attributes on Interactive Tabletop Collaboration, Performance, and Perception

“…Racial diversity was found to be negatively associated with team mental model similarity (Fisher et al, 2012) and team schema agreement (Rentsch & Klimoski, 2001), whereas gender was not found to have significant correlations. On the other hand, when studying the supervisors' performance rating of their subordinates, Tui and O'Reilly (1989) found that "the subordinates in mixed-gender dyads were rated as performing more poorly and were liked less well than the subordinates in the same gender dyads" (p. 414).…”

“…Several researchers investigated composition diversity as antecedents of team member schema agreement (Rentsch & Klimoski, 2001), team decision making quality (Cannon-Bowers et al, 1993), and team mental model similarity (Fisher et al, 2012). Cannon-Bowers and her colleagues (1993) believe that the construct of "shared mental models" would explain the compatibility of team member's expectations and thus lead to high quality of team decision making and team performance.…”

“…Using the operational definitions and models of (1) collaboration profiles (Shaer et al, 2011), (2) collaboration process scaling (Meier, Spada, & Rummel, 2007), (3) collaborative learning mechanisms framework (Flecker et al, 2009), and (4) multi-level diversity and team mental model similarity (Fisher et al, 2012;Harrison, Price, & Bell, 1998;Miliken & Martins, 1996), this paper reports sets of results concerning the association between various diversity dimensions and collaboration style and team performance. In particular, dimensions of diversity include those that pertain to demographic (gender, race, and native language), academic (status and discipline), and use experience.…”

“…Meanwhile, even though there is abundance of research on the relationship between team composition and team performance (e.g., Bell, 2007;Cannon-Bowers, Salas, & Converse, 1993;Fisher, Bell, Dierdorff, Belohlav, 2012;Klimoski & Mohammed, 1994;Rentsch & Klimoski, 2001;Webber & Donahue, 2011), such investigation has not been thoroughly extended to the impact of dyadic diversity on collaboration process, task performance, and user perceptions. Furthermore, although there are a number of research studies on collaborative learning discussions and verbal participations, (e.g.…”