The mediating effect of perceived task complexity on perceived team sharedness and performance

  • Oglesby J
  • Brown K
  • Pavlas D
 et al. 
  • 7

    Readers

    Mendeley users who have this article in their library.
  • 0

    Citations

    Citations of this article.

Abstract

An empirical study was conducted to observe macro-cognition and interpersonal interactions between team members during a collaborative resource management task. Teams consisting of three members each were instructed to work together to complete scenario objectives in a simulated military task environment. The task scenarios were manipulated to vary the complexity of the scenario objectives. An exploratory analysis of the results revealed a mediating effect of perceived complexity on the relationship between perceived sharedness and performance. Additionally a partial mediating effect for perceived complexity on the relationship between perceived sharedness team knowledge building was found. Results indicate that perceived complexity of a collaborative task may play a greater role in the relationship between team level factors and performance than previously thought. Implications for these results are provided alongside suggestions for future research. Specifically we call for research to determine the mechanism through which perceptions of task complexity influence collective performance. Copyright 2011 by Human Factors and Ergonomics Society, Inc. All rights reserved.

Get free article suggestions today

Mendeley saves you time finding and organizing research

Sign up here
Already have an account ?Sign in

Find this document

Authors

  • James M. Oglesby

  • Kendra T. Brown

  • Davin Pavlas

  • Stephen M. Fiore

  • Eduardo Salas

Cite this document

Choose a citation style from the tabs below

Save time finding and organizing research with Mendeley

Sign up for free