Collective Efficacy and Aspects of Shared Mental Models as Predictors of Performance Over Time in Work Groups

Shared mental models (SMMs) can exert a positive influence on team sports performance because team members with SMMs share similar tasks and team-related knowledge. There is currently insufficient sports research on SMMs because the underlying theory has not been adapted adequately to the sports context, and different SMMs measurement instruments have been used in past studies. In the present study we aimed to externally validate and determine the construct validity of the “Shared Mental Models in Team Sports Questionnaire” (SMMTSQ). Moreover, we critically examined the theoretical foundation for this instrument. Participants were 476 active team athletes from various sports. While confirmatory factor analysis did not support the SMMTSQ’s hierarchical model, its 13 subfactors showed a good model fit in an explorative correlative approach, and the model showed good internal consistency and item–total correlations. Thus, the instrument’s subfactors can be applied individually, even while there are remaining questions as to whether other questionnaires of this kind are an appropriate means of measuring SMMs in sport.

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Neighbourhood places, collective efficacy and crime: A longitudinal perspective

Urban Studies ◽

10.1177/00420980211008820 ◽

2021 ◽

pp. 004209802110088

Author(s):

Renee Zahnow ◽

Jonathan Corcoran ◽

Anthony Kimpton ◽

Rebecca Wickes

Keyword(s):

Land Use ◽

Social Control ◽

Social Interactions ◽

Collective Efficacy ◽

Social Cohesion ◽

Mixed Effects ◽

Land Use Classification ◽

Social Survey ◽

Panel Models ◽

Over Time

Neighbourhood places like shops, cafes and parks support a variety of social interactions ranging from the ephemeral to the intimate. Repeated interactions at neighbourhood places over time lay the foundation for the development of social cohesion and collective efficacy. In this study, we examine the proposition that changes in the presence or arrangement of neighbourhood places can destabilise social cohesion and collective efficacy, which has implications for crime. Using spatially integrated crime, social survey and parcel-level land-use classification data, we estimate mixed effects panel models predicting changes in theft and nuisance crimes across 147 Australian neighbourhoods. The findings are consistent with neighbourhood social control and crime opportunity theories. Neighbourhood development – indicated by fewer vacant properties and fewer industrial and agricultural sites – is associated with higher collective efficacy and less crime over time. Conversely, introducing more restaurants, transit stations and cinemas is associated with higher theft and nuisance over time regardless of neighbourhood collective efficacy. We argue that the addition of socially conducive places can leave neighbourhoods vulnerable to crime until new patterns of sociability emerge and collective efficacy develops.

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A Qualitative Study on Employees’ Experiences of a Support model for Systematic Work Environment Management

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph16193551 ◽

2019 ◽

Vol 16 (19) ◽

pp. 3551 ◽

Cited By ~ 6

Author(s):

Therese Hellman ◽

Fredrik Molin ◽

Magnus Svartengren

Keyword(s):

Focus Group ◽

Qualitative Study ◽

Work Environment ◽

Work Groups ◽

Comparative Method ◽

Focus Group Interviews ◽

Environment Management ◽

Group Interviews ◽

Over Time ◽

Support Model

Background: The aim is to explore how an organisational work environment support model, the Stamina model, influences employees’ work situations and the development of sustainable work systems. Methods: It was a qualitative study with semi-structured, focus-group interviews, including 45 employees from six work groups. Eighteen focus group interviews were conducted over a period of two years. Data were analysed with constant comparative method. Results: The core category, shifting focus from an individual to an organisational perspective of work, illustrated how communication and increased understanding of one’s work tasks changed over time and contributed to deeper focus on the actual operation. These insights were implemented at different time points among the work groups during the two-year process. Conclusions: Our results indicate that working with the model engages employees in the work environment management, puts emphasis on reflections and discussions about the meaning and purpose of the operations and enables a shared platform for communication. These are important features that need to continue over time in order to create a sustainable work system. The Stamina model, thus seems to have the potential to promote productive and healthy work places.

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