공유멘탈모델과 효능감이 혁신행동에 미치는 영향 = The Effects of Shared Mental Model and Efficacy on Innovative Behavior

다국어 초록 (Multilingual Abstract)

In a rapidly changing competitive society, corporate priorities force organizations and teams to be able to quickly change and compete in order to maintain survival and prosperity. Cognitive flexibility changes rapidly and is recognized as part of a highly essential cognitive ability in a fierce environment where innovative activities are required.
The shared mental model was first introduced by the shared knowledge structure (Cannon-Bowers & Salas, 1990) of members who enable team members to clearly recognize and predict their respective tasks and coordinate their actions according to the needs of the task and team members. In other words, team members' knowledge of the procedures and characteristics required to perform their duties, the environment, and the understanding of the use of equipment, embody the goals they want to implement while sharing the team's goals, mission, and knowledge of specific functional roles, thereby influencing team effectiveness as a result of being structured with individual knowledge and team-level shared knowledge required to perform their duties.
The biggest significance of the results of this study is that creative self-efficacy and team effectiveness play a role in the efficacy between the shared mental model and innovative behavior.The biggest significance of the results of this study is that creative self-efficacy and team effectiveness play a role in the efficacy between the shared mental model and innovative behavior.

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