How does a shared cognitive schema emerge and evolve in an interdisciplinary research team: a case study of IAM

Yu Chang · Wei Huang · Md Moynul Hasan

4 citations0/0 files storedJournal of Organizational Change Management

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Interdisciplinary Research and Collaboration Team Dynamics and Performance Knowledge Management and Sharing

Abstract

Purpose A shared cognitive schema is the fundamental source of tacit understanding within a team. This study aims to address how such a shared cognitive schema emerges and evolves in an interdisciplinary research team. Design/methodology/approach This study uses an exploratory single case study to analyze the emergence and evolution of a shared cognitive schema in an interdisciplinary research team systematically. The authors spent more than two years collecting data from the IAM team via semistructured interviews, archival data and observation. Subsequently, a framework for the resulting mechanism model was developed by analyzing the data using a three-step process. Findings This study shows that as the interdisciplinary research team develops, the shared cognitive schema passes through three stages: overlapping cognitive schema, complementary cognitive schema and synergetic cognitive schema. The mechanisms of overlap, complement and synergy play important roles. The convergent roles of partner-based recruiting, knowledge categorization and following the existing institution facilitate the overlapping of knowledge structures. Complementary cognitive schema sharing is facilitated by interdisciplinary member selection, knowledge stock expansion and the effects of accomplished mentors. The synergetic behaviors of group voice, interactive cognition and adaptive learning facilitate synergetic cognitive schema sharing. Originality/value This study is the first to discuss the emergence and evolution of a shared cognitive schema at the microlevel of knowledge structure and belief structure. It offers a new theoretical perspective on the development rules of scientific research teams and provides practical enlightenment regarding the establishment and operation of interdisciplinary research teams.

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1989Building Theories from Case Study Research 2007Theory Building From Cases: Opportunities And Challenges 2005Organizing and the Process of Sensemaking 2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.1996Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups 2000The influence of shared mental models on team process and performance.1995Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane 2010Metaphor No More: A 15-Year Review of the Team Mental Model Construct

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