Abstract
Drawing on the concept of requisite complexity, we propose that mental model complexity is crucial for teams to thrive in dynamic complex environments. Using a longitudinal research design, we examined the influence of team mental model complexity on team information search and performance trajectories in a sample of 64 teams competing in a business strategy simulation over time. We found that team information search positively influences performance growth over time. More specifically, and consistent with requisite complexity, we found that mental model complexity positively influences both performance growth and information search over time, above and beyond the effects of mental model similarity and accuracy.
Highlights
Because contemporary team tasks in most organizations are increasingly cognitive and information-laden in nature, gaining insight into team cognitive structures and cognitive processes is crucial for understanding team task execution and predicting and explaining team performance (Hinsz, Tindale, & Vollrath, 1997)
Research suggests that mental model similarity and accuracy impact team performance through the beneficial effects they have on internal team interaction processes, such as coordination, communication, and cooperation (Mathieu, Heffner, Goodwin, Cannon-Bowers, & Salas, 2005)
Drawing on the concept of requisite complexity, we suggest that mental model complexity may be significantly important above and beyond similarity and accuracy for predicting successful team information processing in complex dynamic environments, as it provides a measure of the extent to which teams can process and integrate novel information (Calori, Johnson & Sarnin, 1994; Weick, 1979)
Summary
Because contemporary team tasks in most organizations are increasingly cognitive and information-laden in nature, gaining insight into team cognitive structures and cognitive processes is crucial for understanding team task execution and predicting and explaining team performance (Hinsz, Tindale, & Vollrath, 1997). It is not surprising that in the last decades, team researchers have recognized and investigated the effects of team members’ cognitive structures on team processes and performance (Mohamed, Ferzandi, & Hamilton, 2010). Findings of a prior meta-analysis indicate that there is a strong relationship between team cognitive structures, team processes, and team performance (DeChurch & Mesmer-Magnus, 2010). Research suggests that mental model similarity and accuracy impact team performance through the beneficial effects they have on internal team interaction processes, such as coordination, communication, and cooperation (Mathieu, Heffner, Goodwin, Cannon-Bowers, & Salas, 2005). Quite necessary for efficient team functioning, we suggest that there are two aspects that may limit the ability of these mental model characteristics for explaining teams’ abilities to effectively interact with and adequately process information in complex dynamic environments
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