How dynamics in perceptual shared cognition and team potency predict team performance
Publication typeVlerick strategic journal article
JournalJournal of Occupational and Organizational Psychology
Publication Begin page134
Publication End page157
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AbstractIn a longitudinal field study of 37 professional project teams over almost 2 years, we investigated the dynamic relationship between perceptual shared cognition and team potency in predicting team performance. Our main results show that initial levels and change in perceptual shared cognition explain team performance outcomes through initial levels and change in team potency, respectively. Thereby, our findings confirmed that initial levels and change in team potency operated as an explanatory mechanism for the relationship between shared cognition and team performance. Interestingly, shared cognition change shows larger benefits on team performance outcomes than initial levels. In addition, we show differential relationships of task- and time-related shared cognition with the quality and timeliness criteria of team performance. Whereas shared task cognition predicts team performance in terms of both output quality and timeliness, shared temporal cognition predicts timeliness only. Altogether, this research suggests the unique theoretical value of change in perceptual shared cognition in explaining team performance and of affective-motivational team states as an alternative explanatory mechanism for the impact of shared cognition on team effectiveness.
Knowledge Domain/IndustryPeople Management & Leadership