Shared mental models in multi-team systems: improving enterprise system implementation

Abstract

Purpose

An enterprise system (ES) implementation proceeds as a multi-team system (MTS), with multiple project teams spanning time and business functions to meet organization-wide goals. Thus, the focus shifts from the output of a single project team to the outcomes of all ES project teams as part of the larger MTS. This study extends concepts of shared mental models (SMMs) in aspects of goals and plans in both MTS level and project team level and further examines SMMs' interactive impact on the MTS-based project performance.

Design/methodology/approach

This study tests the model with survey data from 140 MTS-based ES implementations in China. Partial Least Squares Structural Equation Modeling (PLS SEM) served to test the hypothesized relationships.

Findings

SMMs of project team-level goals and plans contribute to the cooperation and coordination in the ES implementation and thereby improve final implementation efficiency either directly or in combination. However, SMMs of MTS-level goal and plans contribute integration only when considered with achievements at the project level.

Originality/value

Prior literature suggests a critical role of integration among ES project teams but finds challenges in achieving such integration. By leveraging shared mental model theory, the authors' results show that both common goal and plan understandings in the integration team critically influence integration in ES implementation and, thus, the final ES implementation efficiency, though not in a strictly linear relationship.

Citation

Wu, X.J., Jiang, R., Tsai, J.C.-A. and Klein, G. (2023), "Shared mental models in multi-team systems: improving enterprise system implementation", International Journal of Managing Projects in Business, Vol. 16 No. 2, pp. 185-208. https://doi.org/10.1108/IJMPB-05-2022-0119