Performance implications of leader briefings and team-interaction training for team adaptation to novel environments.

The authors examined how leader briefings and team-interaction training influence team members' knowledge structures concerning processes related to effective performance in both routine and novel environments. Two-hundred thirty-seven undergraduates from a large mid-Atlantic university formed 79 three-member tank platoon teams and participated in a low-fidelity tank simulation. Team-interaction training, leader briefings, and novelty of performance environment were manipulated. Findings indicated that both leader briefings and team-interaction training affected the development of mental models, which in turn positively influenced team communication processes and team performance. Mental models and communication processes predicted performance more strongly in novel than in routine environments. Implications for the role of team-interaction training, leader briefings, and mental models as mechanisms for team adaptation are discussed.

The influence of shared mental models on team process and performance.

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. The authors both conceptually and empirically distinguished between teammates' task- and team-based mental models and indexed their convergence or "sharedness" using individually completed paired-comparisons matrices analyzed using a network-based algorithm. The results illustrated that both shared-team- and task-based mental models related positively to subsequent team process and performance. Furthermore, team processes fully mediated the relationship between mental model convergence and team effectiveness. Results are discussed in terms of the role of shared cognitions in team effectiveness and the applicability of different interventions designed to achieve such convergence.

Cross-level analysis of the influence of local union structure on women's and men's union commitment.

The authors tested the influence of structural features of local unions (N = 43) on members' union commitment (N = 539) as moderated by members' gender. By using a cross-level analysis, they identified local structure with officers' ratings of innovation, formalization, and centralization. An anticipated interaction between gender and innovation was not found. However, as predicted, women's commitment was positively related to formalization and negatively related to centralization. In contrast, men's commitment was only slightly influenced by local formalization but was positively related to centralization. The need for structural redesign to enhance member's commitment, particularly among women, was discussed.