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The influence of shared mental models on team process and performance.
- J. Mathieu, T. Heffner, G. Goodwin, E. Salas, J. Cannon-Bowers
- PsychologyThe Journal of applied psychology
- 1 April 2000
The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who "flew" a series of missions on a personal-computer-based flight-combat simulation and illustrated that both shared-team- and task-based mental models related positively to subsequent team process and performance.
Shared mental models in expert team decision making.
Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation.
Although training evaluation is recognized as an important component of the instructional design model, there are no theoretically based models of training evaluation. This article attempts to move…
Is there a “Big Five” in Teamwork?
The study of teamwork has been fragmented through the years, and the findings are generally unable to be used practically. This article argues that it is possible to boil down what researchers know…
The science of training: a decade of progress.
This chapter reviews the training research literature reported over the past decade and suggests that advancements have been made that help to understand better the design and delivery of training in organizations with respect to theory development as well as the quality and quantity of empirical research.
What type of leadership behaviors are functional in teams? A meta-analysis
The Transfer of Training: What Really Matters
Although organizations invest billions of dollars in training every year, many trained competencies reportedly fail to transfer to the workplace. Researchers have long examined the transfer problem,…
Reflections on shared cognition
The purpose of this paper is to highlight several fundamental questions that remain regarding shared cognition: (1) What must be ‘shared’? (2) What does ‘shared’ mean? (3) How should ‘shared’ be…
Understanding team adaptation: a conceptual analysis and model.
- C. Burke, Kevin C. Stagl, E. Salas, L. Pierce, D. Kendall
- BusinessThe Journal of applied psychology
- 1 November 2006
An input-throughput-output model is advanced to illustrate a series of phases unfolding over time that constitute the core processes and emergent states underlying adaptive team performance and contributing to team adaptation.