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Cited by

• 2005Decision support for improvisation in response to extreme events: Learning from the response to the 2001 World Trade Center attack207 cited
• 1998Coordination, overload and team performance167 cited
• 2011Building team adaptive capacity: The roles of sensegiving and team composition.152 cited
• 2012Team mental models and their potential to improve teamwork and safety: A review and implications for future research in healthcare146 cited
• 2014The Too-Much-Talent Effect: Team Interdependence Determines When More Talent Is Too Much or Not Enough144 cited
• 2013The Role of Shared Mental Model Development in Understanding Virtual Team Effectiveness142 cited
• 2000Enhancing Team Mental Model Measurement with Performance Appraisal Practices140 cited
• 2007Measuring Sharedness of Team-Related Knowledge: Design and Validation of a Shared Mental Model Instrument135 cited
• 2000Collective Efficacy and Aspects of Shared Mental Models as Predictors of Performance Over Time in Work Groups135 cited
• 2007Shared Cognition as a Product of, and Precursor to, Shared Identity in Negotiations119 cited
• 2002Multiparty Negotiation Support: The Role of Visualization’s Influence on the Development of Shared Mental Models112 cited
• 2001Analyzing shared and team mental models111 cited
• 2009Interactive Effects of Team and Task Shared Mental Models as Related to Air Traffic Controllers' Collective Efficacy and Effectiveness