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O papel dos modelos mentais partilhados na adaptação e eficácia de equipas híbridas
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Advisor(s)
Abstract(s)
A presente investigação teve como objetivo analisar o papel dos modelos mentais
partilhados na adaptação e eficácia das equipas híbridas. Para tal, inicialmente, tentou-se perceber
se a dimensão interação dos modelos mentais partilhados relacionava-se positivamente com cada
uma das fases que compõem o constructo adaptação de equipa, nomeadamente a avaliação da
situação, a formulação do plano, a execução do plano e a aprendizagem de equipa.
Posteriormente, analisou-se em que medida a adaptação de equipa mediava a relação dos modelos
mentais partilhados com a três dimensões da eficácia de equipa, isto é, com o desempenho,
viabilidade e clima. E por último, tentou-se averiguar se as equipas com modelos mentais
partilhados mais semelhantes apresentavam melhores níveis de adaptação e, consequentemente,
melhores níveis de eficácia, quando comparadas com as equipas com modelos mentais
partilhados divergentes.
A amostra desta investigação foi constituída por 63 colaboradores de dois departamentos
de uma organização da Administração Pública Portuguesa, cujo modelo de trabalho era o híbrido.
Os participantes encontravam-se distribuídos por 13 equipas híbridas, correspondentes aos
serviços onde se encontravam a desempenhar funções. Por forma a avaliar a dimensão interação
dos modelos mentais partilhados, recorreu-se à escala Five-Factor Perceived Shared Mental
Model Scale, da autoria de van Rensburg e colegas (2021). Por sua vez, para a adaptação de
equipa, foi necessário realizar uma adaptação das escalas de avaliação do processo de adaptação
de equipa de quatro fases, construídas por Georganta e Brodbeck (2020). Para a eficácia de
equipa, foi utilizada a adaptação para português, realizada por Vicente e colegas (2014), da escala
de Eficácia de Equipas (3Es) desenvolvida por Aubé e Rousseau (2005).
Em termos de resultados, foi possível verificar que de facto a dimensão interação dos
modelos mentais partilhados relaciona-se positivamente com cada uma das fases que compõem
a adaptação de equipa, sendo que, em média, a dimensão interação explicou cerca de 40% de
cada uma das fases do processo adaptativo. Relativamente ao efeito mediador da adaptação de
equipa na relação da dimensão interação com as três dimensões da eficácia de equipa, foi possível
verificar a ocorrência de mediação com as dimensões desempenho e viabilidade. O mesmo não
se verificou para a dimensão clima, por o efeito indireto não ter sido significativo. Contudo
verificou-se uma mediação parcial, devido à redução do efeito direto, quando comparado com o efeito total. Por último, no que concerne à comparação das equipas com modelos mentais
partilhados mais semelhantes com as equipas com modelos mentais partilhados divergentes, por
forma a analisar o níveis de adaptação e, consequentemente, da eficácia de equipa, não foi
possível executar a testagem desta hipótese devido ao baixo número de respostas, por não se obter
resultados estatisticamente significativos, ficando como sugestão para estudos futuros.
ABSTRACT: The present investigation aimed to analyze the role of shared mental models in the adaptation and effectiveness of hybrid teams. To this end, initially, we tried to understand whether the interaction dimension of shared mental models was positively related to each of the phases that make up the team adaptation construct, namely the assessment of the situation, the formulation of the plan, the execution of the plan and team learning. Subsequently, it was analyzed to what extent team adaptation mediated the relationship of shared mental models with the three dimensions of team effectiveness, that is, with performance, viability and climate. Finally, we tried to find out whether teams with more similar shared mental models had better levels of adaptation and, consequently, better levels of effectiveness, when compared to teams with divergent shared mental models. The sample of this investigation consisted of 63 employees from two departments of an organization of the Portuguese Public Administration, whose work model was the hybrid. The participants were distributed among 13 hybrid teams, corresponding to the services where they were working. To assess the interaction dimension of shared mental models, the Five-Factor Perceived Shared Mental Model Scale, by van Rensburg and colleagues (2021) was used. In turn, for team adaptation, it was necessary to adapt the evaluation scales of the four-phase team adaptation process, built by Georganta and Brodbeck (2020). For team effectiveness, the adaptation to portuguese, carried out by Vicente and colleagues (2014), of the Team Effectiveness scale (3Es) developed by Aubé and Rousseau (2005) was used. In terms of results, it was possible to verify that, in fact, the interaction dimension of the shared mental models is positively related to each of the phases that make up the team adaptation, and, on average, the interaction dimension explained about 40% of each one of the phases of the adaptive process. Regarding the mediating effect of team adaptation in the relationship between the interaction dimension and the three dimensions of team effectiveness, it was possible to verify the occurrence of mediation with the dimension’s performance and viability. The same was not true for the climate dimension, as the indirect effect was not significant. However, there was a partial mediation, due to the reduction of the direct effect, when compared to the total effect. Finally, regarding the comparison of teams with more similar shared mental models with teams with divergent shared mental models, to analyze the adaptation levels and, consequently, the team effectiveness, it was not possible to test this hypothesis due to the low number of responses, for not obtaining statistically significant results, being a suggestion for future studies.
ABSTRACT: The present investigation aimed to analyze the role of shared mental models in the adaptation and effectiveness of hybrid teams. To this end, initially, we tried to understand whether the interaction dimension of shared mental models was positively related to each of the phases that make up the team adaptation construct, namely the assessment of the situation, the formulation of the plan, the execution of the plan and team learning. Subsequently, it was analyzed to what extent team adaptation mediated the relationship of shared mental models with the three dimensions of team effectiveness, that is, with performance, viability and climate. Finally, we tried to find out whether teams with more similar shared mental models had better levels of adaptation and, consequently, better levels of effectiveness, when compared to teams with divergent shared mental models. The sample of this investigation consisted of 63 employees from two departments of an organization of the Portuguese Public Administration, whose work model was the hybrid. The participants were distributed among 13 hybrid teams, corresponding to the services where they were working. To assess the interaction dimension of shared mental models, the Five-Factor Perceived Shared Mental Model Scale, by van Rensburg and colleagues (2021) was used. In turn, for team adaptation, it was necessary to adapt the evaluation scales of the four-phase team adaptation process, built by Georganta and Brodbeck (2020). For team effectiveness, the adaptation to portuguese, carried out by Vicente and colleagues (2014), of the Team Effectiveness scale (3Es) developed by Aubé and Rousseau (2005) was used. In terms of results, it was possible to verify that, in fact, the interaction dimension of the shared mental models is positively related to each of the phases that make up the team adaptation, and, on average, the interaction dimension explained about 40% of each one of the phases of the adaptive process. Regarding the mediating effect of team adaptation in the relationship between the interaction dimension and the three dimensions of team effectiveness, it was possible to verify the occurrence of mediation with the dimension’s performance and viability. The same was not true for the climate dimension, as the indirect effect was not significant. However, there was a partial mediation, due to the reduction of the direct effect, when compared to the total effect. Finally, regarding the comparison of teams with more similar shared mental models with teams with divergent shared mental models, to analyze the adaptation levels and, consequently, the team effectiveness, it was not possible to test this hypothesis due to the low number of responses, for not obtaining statistically significant results, being a suggestion for future studies.
Description
Dissertação de Mestrado realizada sob
orientação de Professor Doutor Pedro Marques
Quinteiro, apresentada no Ispa – Instituto
Universitário para a obtenção de grau de Mestre
na especialidade de Psicologia Social e das
Organizações.
Keywords
Modelos Mentais Partilhados Adaptação de Equipa Eficácia de Equipa Equipas Híbridas Shared Mental Models Team Adaptation Team Effectiveness Hybrid Teams