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Effects of Adaptive Behaviors and Shared Mental Models on Control Crew Performance

Author

Listed:
  • Mary J. Waller

    (A. B. Freeman School of Business, Tulane University, 7 McAlister Drive, New Orleans, Louisiana 70118)

  • Naina Gupta

    (Department of Business Administration, University of Illinois at Urbana--Champaign, 1206 South Sixth Street, Champaign, Illinois 61820)

  • Robert C. Giambatista

    (College of Business Administration, Texas Tech University, P.O. Box 42101, Lubbock, Texas 79409-2101)

Abstract

Control crews are highly trained teams responsible for monitoring complex systems, performing routine procedures, and quickly responding to nonroutine situations. Previous literature suggests that higher-performing control crews engage in adaptive behavior during high-workload or crisis situations. Other work suggests that higher-performing crews use periods of lower workloads to prepare for future problems. To understand which behaviors performed during which situations better differentiate lower- from higher-performing crews, we conducted a study of 14 nuclear power plant control room crews and examined adaptive behaviors and shared mental model development in the crews as they faced monitoring, routine, and nonroutine situations. Our results suggest that few differences in adaptive behaviors exist between higher- and lower-performing crews during monitoring or routine situations, but that information collection and shared mental model development activities, and intracrew processes used during model development, differ significantly between lower- and higher-performing control crews during nonroutine situations.

Suggested Citation

  • Mary J. Waller & Naina Gupta & Robert C. Giambatista, 2004. "Effects of Adaptive Behaviors and Shared Mental Models on Control Crew Performance," Management Science, INFORMS, vol. 50(11), pages 1534-1544, November.
  • Handle: RePEc:inm:ormnsc:v:50:y:2004:i:11:p:1534-1544
    DOI: 10.1287/mnsc.1040.0210
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    References listed on IDEAS

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    Cited by:

    1. Christian, Jessica Siegel & Christian, Michael S. & Pearsall, Matthew J. & Long, Erin C., 2017. "Team adaptation in context: An integrated conceptual model and meta-analytic review," Organizational Behavior and Human Decision Processes, Elsevier, vol. 140(C), pages 62-89.
    2. Humphrey, Stephen E. & Aime, Federico & Cushenbery, Lily & Hill, Aaron D. & Fairchild, Joshua, 2017. "Team conflict dynamics: Implications of a dyadic view of conflict for team performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 142(C), pages 58-70.
    3. Abrantes, António Cunha Meneses & Passos, Ana Margarida & Cunha, Miguel Pina e & Santos, Catarina Marques, 2018. "Bringing team improvisation to team adaptation: The combined role of shared temporal cognitions and team learning behaviors fostering team performance," Journal of Business Research, Elsevier, vol. 84(C), pages 59-71.
    4. Magni, Massimo & Palmi, Pamela & Salvemini, Severino, 2018. "Under pressure! Team innovative climate and individual attitudes in shaping individual improvisation," European Management Journal, Elsevier, vol. 36(4), pages 474-484.
    5. Ku, Edward C.S. & Chen, Fei-Hung & Wei, Kirsten, 2014. "Transition process activities and team efficacy of flight attendants," Journal of Air Transport Management, Elsevier, vol. 40(C), pages 119-125.
    6. Lu Wang & Lorna Doucet & Mary Waller & Karin Sanders & Sybil Phillips, 2016. "A Laughing Matter: Patterns of Laughter and the Effectiveness of Working Dyads," Organization Science, INFORMS, vol. 27(5), pages 1142-1160, October.
    7. Park, Jinkyun & Kim, Yochan, 2018. "A novel speech-act coding scheme to visualize the intention of crew communications to cope with simulated off-normal conditions of nuclear power plants," Reliability Engineering and System Safety, Elsevier, vol. 178(C), pages 236-246.

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