Shared Mental Models: Its Antecedents and Consequences

Kang, Hye-Ryun; 강혜련; Yang, Hee-Dong; 양희도

ISSN : 1229-0696

Article Contents

Prev Next

e-Submission

Vol.16 No.2

Citation
Share

Shared Mental Models: Its Antecedents and Consequences

Hye-Ryun Kang (Ewha Womans University)
Hee-Dong Yang (Ewha Womans University)

Korean Jounal of Industrial Organizational Psychology / Korean Jounal of Industrial Organizational Psychology, (P)1229-0696; (E)2671-4345

2003, v.16 no.2, pp.93-120

Kang, H., & Yang, H. (2003). Shared Mental Models: Its Antecedents and Consequences. Korean Jounal of Industrial Organizational Psychology, 16(2), 93-120.

copy

Abstract

The notion of shared cognition such as shared mental model is expected to improve team effectiveness. Empirical studies, however, have not been as much available as theoretical approach to shared mental model (SMM). We conducted an empirical study using software development teams to investigate the role of SMM on team effectiveness, and the cognitive and attitudinal antecedent factors of team-mates for SMM. We found that SMM has positive influence on team effectiveness, and that SMM can be enhanced by improving personal cognitive capability and agreeableness.

keywords: Shared mental model, T-shaped skill, A-shaped skill, Agreeableness, Team effectiveness

Submission Date: 2003-05-25

Revised Date: 2003-08-12

Accepted Date: 2003-08-27

바로가기메뉴

Article Contents

Vol.16 No.2

Shared Mental Models: Its Antecedents and Consequences

Abstract