Team creativity: the interplay of shared mental models and the ideation process

This paper aims to explicate the role of shared mental models in the ideation process of innovation teams by investigating whether and how shared mental models influence the innovativeness of teams. A multi-level analysis was conducted using a case study research design grounded in the theories of team creativity and shared mental models. Surveys, participant observation and group discussions were used to gather data on 53 participants divided into ten teams in an experimental setting. Shared mental models regarding interaction patterns, processing strategies, coordinated responsibilities and the acceptance and coordination of knowledge had a positive impact on task processing, team interaction and outputs.