| High performing teams can often be characterized by shared understandings or mental models among members. These shared mental models are viewed as an underlying mechanism of effective team processes that subsequently leads to the enhanced levels of performance among teams (Cannon-Bowers, Salas, & Converse, 1993; Klimoski & Mohammed, 1994). To date, shared mental model research has found support for the positive influence of shared mental models on team performance. However, this research has yet to clarify the manner in which shared mental models relate to specific team processes.; The focus of this study is two fold. First, a theoretical framework was developed integrating shared mental models and team processes. From this framework theoretically justified hypotheses linking shared mental models with specific team processes were established. The team process variable cohesion was chosen given its importance in both team process and shared mental model literature (e.g., Cohen & Bailey, 1997; Klimoski & Mohammed, 1994). Secondly, an empirical test was conducted examining the hypothesized impact of shared mental models on cohesion and their subsequent influence on team performance.; Results are supportive that some forms of shared mental models do impact performance, but only through the mediation of cohesion. Specifically, both social cohesion and pride cohesion were found to mediate the relationship between team shared mental models and performance. However, task shared mental models were found not to predict performance and thus there was no relationship to mediate. |
