Ortak Zihinsel Modellerin Sanal Takımlara Katkıları: Performans ve İşbirliğini Artıran Bir Dinamik

Abstract

Sanal takımlarda ortak zihinsel modeller, iletişim, uyum ve iş birliği süreçlerinin geliştirilmesinde önemli bir yapı taşı olarak öne çıkmaktadır. Özellikle fiziksel etkileşimin sınırlı olduğu sanal ortamlar için geliştirilen bu modeller, takım üyelerinin ortak bir anlayış geliştirmesine imkân tanır ve takım performansını artırır. Bu çalışma, sanal takımların performansına ve iş birliğine yönelik olarak ortak zihinsel modellerin katkılarını incelemektedir. Sanal çalışma ortamlarının karmaşıklığı ve fiziksel mesafelerin getirdiği iletişim zorlukları, takım üyeleri arasında ortak bir anlayış geliştirilmesini zorlaştırmaktadır. Bu bağlamda, ortak zihinsel modellerin, takım üyeleri arasında daha etkili iletişim ve koordinasyon sağladığı, karar verme süreçlerini hızlandırdığı ve takım verimliliğini artırdığı görülmektedir. Çalışmada, mevcut literatür ışığında, ortak zihinsel modellerin sanal takımlarda nasıl geliştirildiği ve performans üzerindeki olumlu etkileri ele alınmaktadır. Ayrıca, sanal takımlarda liderlik ve iş birliği süreçleri ile ortak zihinsel modeller arasındaki ilişki de değerlendirilmiştir. Son olarak, bu modellerin sanal ortamlarda nasıl daha verimli bir şekilde kullanılabileceği ve gelecekteki çalışma alanları tartışılmıştır.

Keywords

• Ortak Zihinsel Modeller
• Sanal Takımlar
• Takım Performansı
• İş Birliği
• Liderlik
• Dijital Çalışma
• Takım Dinamikleri

Contributions of Shared Mental Models to Virtual Teams: A Dynamic that Enhances Performance and Collaboration

Abstract

In virtual teams, shared mental models stand out as an important building block in the development of communication, adaptation and collaboration processes. Developed especially for virtual environments where physical interaction is limited, these models allow team members to develop a common understanding and increase team performance. This study examines the contributions of shared mental models to the performance and collaboration of virtual teams. The complexity of virtual work environments and the communication difficulties brought about by physical distance make it difficult to develop a common understanding among team members. In this context, shared mental models are seen to provide more effective communication and coordination among team members, accelerate decision-making processes, and increase team efficiency. In the light of existing literature, the study examines how shared mental models are developed in virtual teams and their positive effects on performance. In addition, the relationship between leadership and collaboration processes in virtual teams and shared mental models is also evaluated. Finally, how these models can be used more efficiently in virtual environments and future areas of study are discussed.

Keywords

• Shared Mental Models
• Virtual Teams
• Team Performance
• Collaboration
• Leadership
• Digital Work
• Team Dynamics

References

1. Alkoud, S., Zainudin, D., & Sarif, S. M. (2023). Challenges, Barriers, and Obstacles Facing Virtual Teams: a Conceptual Study. Sciences, 13(4), 1473-1487.
2. Bell, B. S., & Kozlowski, S. W. (2002). A typology of virtual teams: Implications for effective leadership. Group & Organization Management, 27(1), 14-49. https://doi.org/10.1177/1059601102027001003
3. Breuer, C., Hüffmeier, J., & Hertel, G. (2016). Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. Journal of Applied Psychology, 101(8), 1151.
4. Cannon-Bowers, J. A., & Salas, E. (1993). Shared mental models in expert team decision making. In N. J. Castellan Jr. (Ed.), Individual and group decision making: Current issues (pp. 221-246). Lawrence Erlbaum Associates.
5. Cascio, W. F., & Shurygailo, S. (2003). E-leadership and virtual teams. Organizational Dynamics, 31(4), 362-376. https://doi.org/10.1016/S0090-2616(02)00130-4
6. Craik, K. J. W. (1943). The nature of explanation. Cambridge: Cambridge University Press.
7. DeChurch, L. A., & Mesmer-Magnus, J. R. (2010). The cognitive underpinnings of effective teamwork: A meta-analysis. Journal of Applied Psychology, 95(1), 32.
8. Gibson, C. B., & Gibbs, J. L. (2006). Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation. Administrative Science Quarterly, 51(3), 451-495. https://doi.org/10.2189/asqu.51.3.451

9. Gibson, C. B., & Cohen, S. G. (Eds.). (2003). Virtual teams that work: Creating conditions for virtual team effectiveness. San Francisco: Jossey-Bass.
10. Hakonen, M., & Lipponen, J. (2007). Antecedents and consequences of identification with virtual teams: Structural characteristics and justice concerns. The Journal of E-working, 1, 137-153.
11. Hertel, G., Geister, S., & Konradt, U. (2005). Managing virtual teams: A review of current empirical research. Human Resource Management Review, 15(1), 69-95. https://doi.org/10.1016/j.hrmr.2005.01.002
12. Hinds, P. J., & Mortensen, M. (2005). Understanding conflict in geographically distributed teams: The moderating effects of shared identity, shared context, and spontaneous communication. Organization Science, 16(3), 290-307. https://doi.org/10.1287/orsc.1050.0122
13. Jarvenpaa, S. L., & Leidner, D. E. (1998). Communication and trust in global virtual teams. Organization Science, 10(6), 791-815. https://doi.org/10.1287/orsc.10.6.791
14. Jo, I.-H. (2012). Shared mental models on the performance of e-learning content development teams. Educational Technology & Society, 15(1), 289–297.
15. Kirkman, B. L., Rosen, B., Gibson, C. B., Tesluk, P. E., & McPherson, S. O. (2002). Five challenges to virtual team success: Lessons from Sabre, Inc. Academy of Management Executive, 16(3), 67-79. https://doi.org/10.5465/ame.2002.8540322
16. Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., & Vugt, M. V. (2020). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63. https://doi.org/10.1037/amp0000716
17. Martins, L. L., Gilson, L. L., & Maynard, M. T. (2004). Virtual teams: What do we know and where do we go from here? Journal of Management, 30(6), 805-835. https://doi.org/10.1016/j.jm.2004.05.002
18. Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Salas, E., & Cannon-Bowers, J. A. (2000). The influence of shared mental models on team process and performance. Journal of Applied Psychology, 85(2), 273–283. https://doi.org/10.1037/0021-9010.85.2.273
19. Maynard, M. T., & Gilson, L. L. (2014). The role of shared mental model development in understanding virtual team effectiveness. Group & Organization Management, 39(1), 3–32. https://doi.org/10.1177/1059601113475361
20. Mohammed, S., & Dumville, B. C. (2001). Team mental models in a team knowledge framework: Expanding theory and measurement across disciplinary boundaries. Journal of Organizational Behavior, 22(2), 89-106. https://doi.org/10.1002/job.86
21. Schmidtke, J. M., & Cummings, A. (2017). The effects of virtualness on teamwork behavioral components: The role of shared mental models. Human Resource Management Review, 27(4), 660-677.
22. Waizenegger, L., McKenna, B., Cai, W., & Bendz, T. (2020). An affordance perspective of team collaboration and enforced working from home during COVID-19. European Journal of Information Systems, 29(4), 429-442. https://doi.org/10.1080/0960085X.2020.1800417
23. Webster, J., & Watson, R. T. (2002). Analyzing the past to prepare for the future: Writing a literature review. MIS Quarterly, 26(2), xiii-xxiii.
24. Wong, S. S., & Burton, R. M. (2000). Virtual teams: what are their characteristics, and impact on team performance?. Computational & Mathematical organization theory, 6, 339-360.