Perceived shared understanding in teams
The motivational effect of being ‘on the same page’
Bibliographic Data
| ID | 9620436 |
|---|---|
| Authors | Caroline Aubé (0000-0003-3812-1628, Department of Management HEC Montréal Québec Canada, corresponding author), Vincent Rousseau (0000-0002-7375-3498, School of Industrial Relations University of Montreal Québec Canada), Sébastien Tremblay (0000-0002-6453-2212, School of Psychology University Laval Québec Canada) |
| Year | 2015 |
| Volume | 106 |
| Issue | 3 |
| Pages | 468-486 |
| Publication date | 2015-08-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | British Journal of Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0007-1269 • E-ISSN: 2044-8295 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/bjop.12099 |
| PMID | 25278276 |
| OpenAlex | W2072548380 |
| Language | EN |
| References cited | 81 |
This study examines the role of perceived shared understanding with regard to team performance, taking into account the motivational mechanisms (i.e., group potency and team effort) involved in this relationship and the moderating role of task routineness. Using a multisource approach and a team‐level design, we collected data from 101 teams (i.e., 381 members and their 101 immediate superiors) working in a Canadian public safety organization. The results support the mediating role of group potency and team effort in the relationship between perceived shared understanding and team performance. Moreover, the results show that the relationship between team effort and team performance is moderated by task routineness, such that this relationship is stronger when task routineness is high. On the whole, the findings of this study help to better understand why and under what circumstances perceived shared understanding may enhance team performance
Knowledge management · Management · Psychological safety · Task (project management) · Team composition · Team effectiveness · Applied Psychology · Construction Project Management and Performance · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Team Dynamics and Performance
RWG
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Team Effectiveness 1997-2007
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Team Mental Model
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Collective efficacy, group potency, and group performance
Team Implicit Coordination Processes
A Temporally Based Framework and Taxonomy of Team Processes
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A Meta‐analysis of Teamwork Processes
Methods for integrating moderation and mediation
Common method biases in behavioral research
Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models
Addressing Moderated Mediation Hypotheses
Are moods motivational states? A study on effort-related cardiovascular response
Collective Efficacy and Aspects of Shared Mental Models as Predictors of Performance Over Time in Work Groups
Multilevel knowledge and team performance
Team effectiveness under stress
Team mental models and team performance
Cognitive divergence and shared mental models in software development project teams
Social Cognitive Theory
| Citation velocity | historical |
|---|---|
| Highly cited | No |