Shared mental model, team communication and collective self-efficacy: an investigation of strategic alliance team effectiveness

David B. Zoogah, Raymond A. Noe and Oded Shenkar

International Journal of Human Rights and Constitutional Studies, 2015, vol. 4, issue 4, 244-270

Abstract: The success of strategic alliances depends on alliance teams defined as inter-organisational groups who are charged with developing new ideas, products, and services. This study investigates the effects of one type of shared mental model - team strategic knowledge mental model (shared understanding about the interactions between team) - team communication, and collective efficacy, on alliance team effectiveness. Team development stage and top management involvement were examined as moderators. Study participants included alliance team members, team leaders, and executives in twenty-two alliance teams involved in fifteen strategic alliances. Results showed a positive relationship between the strategic knowledge mental model and team performance. Also, the team communication-performance relationship was moderated by top management involvement. The implications of the results for research and practice are discussed.

Keywords: shared mental models; strategic alliances; alliance teams; team effectiveness; collective self-efficacy; executive involvement; team development; team communication; strategic knowledge; shared understanding; team interactions; top management involvement; team performance; teamwork. (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrcs:v:4:y:2015:i:4:p:244-270

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