Jandre Jansen van Rensburg

As is discussed in Chapter 1, this dissertation addresses a notable gap in the shared mental model (SMM) literature by focusing on perceived SMMs. While past research has tended to prioritise the structural assessment of SMMs, the extent to which team members are aware or believe in the existence of SMMs has received considerably less explicit attention. In this dissertation, I argue that perception forms an integral part of (shared) cognition and plays an important role in shaping team outcomes. More specifically, in this dissertation, I: (a) investigate how perceived SMMs can be systematically measured (i.e., by developing a rigorous and generalisable scale to measure perceived SMMs in Chapter 2); (b) identify conditions that influence perceived SMMs (i.e., by examining the effect of shared tenure and goal interdependence in leader-member dyads in Chapter 3), and (c) examine how perceived SMMs develop over time (i.e., by modelling their development as an emergent state due to team learning behaviour and team member self-efficacy in project teams in Chapter 4). Below are summaries of these chapters, as well as a summary of Chapter 5 in which I provide an overarching discussion of the whole dissertation.

Chapter 2 addressed a need in the literature for a validated scale to measure perceived SMMs that is also representative of the core dimensions of SMMs. This chapter therefore introduces the Five-Factor Perceived Shared Mental Model Scale (5-PSMMS). Drawing on a structured, deductive (and exhaustive) scale development process, it consolidates and refines existing measures comprising 273 measurement items across nearly three decades of SMM research. The result is a 20-item instrument covering five dimensions of perceived SMMs, grounded in the development of the construct since its inception: equipment, execution, interaction, composition, and temporal. This study not only delivers a validated tool for assessing perceived SMMs but also offers a critical conceptual contribution by arguing for the distinctiveness and breadth of temporal mental models, which have typically been framed in a manner more reflective of task execution in existing literature. The scale is positioned as a flexible measurement tool for researchers and practitioners aiming to assess perceived alignment in teams’ understanding of their work environment across a variety of contexts.

Chapter 3 turns to the dyadic level – because the first point at which a mental model can become shared is between two individuals. In this chapter, a fundamental assumption in the literature is addressed, i.e., that shared experience leads to more similar perceived SMMs. Drawing on a field sample of 88 leader–member dyads, this chapter examines how shared tenure and goal interdependence interact to influence perceived SMMs. As hypothesised, shared tenure is positively associated with perceived SMMs; however, substantially shorter tenure was required for higher perceived SMMs in dyads with greater goal interdependence. Moreover, perceived SMMs are vital in translating shared tenure into performance, highlighting their relevance for dyadic functioning. These findings address key concerns in the literature in: (1) demonstrating that the longer two individuals work together, the more they will perceive a SMM to exist; (2) finding support for the motivational impact of goal interdependence in promoting perceived SMMs; and (3) highlighting the role perceived SMMs can play in dyadic performance.

Chapter 4 addresses a need in the literature to better understand the developmental trajectories of perceived SMMs over time. While perceived SMMs are dynamic and prone to change over time, they have not been studied in a way that reflects this up to now. This chapter adopts a longitudinal perspective grounded in social cognitive theory. Data were collected from 165 student project teams at three time points (i.e., at the start, middle, and end of their project). Our findings show that perceived SMMs are shown to exhibit linear growth over time and this development is positively influenced by two forms of team learning behaviour: co-construction and constructive conflict. The interaction of these learning behaviours with team member self-efficacy produce novel insights. High team member self-efficacy generally amplify the benefits of learning behaviour, but under high degrees of team learning, low team member self-efficacy is associated with steeper increases in perceived SMMs. This study extends the emergent states literature by modelling perceived SMMs as a dynamic cognitive construct influenced by both behavioural and motivational inputs.

Finally, in Chapter 5, I explain how the three empirical chapters of this dissertation together make a number of notable contributions to the shared cognition literature, with the main ones being: (1) perceived SMMs are emphasised as a distinct, measurable component of SMMs; (2) a rigorously developed scale (5-PSMMS) that can be applied across different team settings and levels of analysis is presented; (3) empirically, perceived SMMs are influenced by contextual (i.e., shared tenure), behaviour (i.e., team learning behaviour), and motivational factors (i.e., goal interdependence and team member self-efficacy), and relate positively to performance outcomes; and (4) by operationalising perceived SMMs as emergent states this dissertation captures PSMMs over time in and thereby shows how they can develop in teams. Overall, this dissertation thus responds to recent calls for a better understanding of perceptions relating to SMMs in teams, while addressing concerns raised with the way past research has drawn on perceived SMMs without explicitly naming them so. It advances the theoretical and empirical knowledge on perceived SMMs, further contributing to the broader fields of SMMs and team cognition. The findings also have practical implications for leaders, HR professionals, learning and development professionals, team members, and practitioners who aim to facilitate shared understanding among team members in diverse and dynamic work environments. Ultimately, the work contributes to a broader conceptualisation of perceived SMMs as emergent, context-sensitive, and relevant to the wider SMM literature and show its relevance for future research. In this dissertation I also show how practitioners can foster and accelerate perceived SMMs via creating shared goals for team members, and by engaging in and promoting team learning behaviour.