The Impact of Shared Mental Models on Team Effectiveness

Under the background of intensified global competition, team cooperation, as a new way of working, is quickly recognized by enterprises with its advantages of pooling wisdom internally and responding quickly to market changes externally. Therefore, this form of organization gradually begins to prevail in enterprises. Under such circumstances, it is necessary to study how to maximize the effectiveness of the team. This study takes the enterprise's R&D team as the research object, analyzes the relationship between the dimensions of shared mental models and team effectiveness from the team level, as well as the mediating and moderating role of team cohesiveness and job characteristics in this relationship. In this process, SPSS 24.0 and AMOS 22.0 statistical software are used to conduct factor analysis, correlation analysis, regression analysis, regression analysis, path analysis and simple slope analysis to verify the hypotheses. The results show that: (1) shared mental models has a significant positive effect on team effectiveness, and there is a significant positive relationship between the two sub-variables. (2) Team cohesiveness plays a part of the media role in the relationship between shared mental models and team effectiveness. (3) Job characteristics play a negative regulating role in the relationship between shared mental models and team effectiveness. It is hoped that the research results can provide some reference for the management of enterprise R & D team, and provide some reference for enterprise team building and management.