Interplay of Team Mental Models, Project Process Models, and Language in Software-Development Teams

Abstract

Management of international teams is quite challenging due to the diverse cultural and linguistic backgrounds of members that shape their individual mental models. The current study investigates how team mental models (TMMs) and project process models (PPMs) are interrelated with the use of a common language for the effective functioning of international teams. Based on the in-depth case studies of two software development teams consisting of Sri Lankan and Japanese members, we found that, even though the teams use a common language for communication, Sri Lankan and Japanese members encounter problems in communications because they do not share a TMM. Our analysis indicates that the adopted PMM is a key antecedent in the development of a TMM of the team, based on which the members carry out effective communication using the common language, plan, predict, and maintain smooth project-flow. We also found that it is vital for some team member(s) to play the role of bridging others who have different perceptions of the PPM. We discuss theoretical and managerial implications of our findings.