方法对比

	Team Mental Models	Psychological Contract Measurement
领域	组织行为学	组织行为学
方法族	Process / pipeline	Latent structure
起源年份	2000	1989
提出者	Janis Cannon-Bowers & Eduardo Salas; John Mathieu et al.; Leslie DeChurch & Jessica Mesmer-Magnus	Denise Rousseau; Sandra Robinson & Elizabeth Morrison
类型	Team-cognition elicitation and scoring pipeline	Employment-exchange belief measurement scale
开创性文献	Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Salas, E., & Cannon-Bowers, J. A. (2000). The influence of shared mental models on team process and performance. Journal of Applied Psychology, 85(2), 273-283.	Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121-139.
别名	Shared Mental Models, TMM, SMM, Team Cognition Measurement	Psychological Contract Inventory, PCI, Psychological Contract Breach Measure, Rousseau Psychological Contract
相关	3	3
摘要	Team mental models are the shared, organized knowledge structures that allow team members to coordinate without constant explicit communication. The concept was articulated by Janis Cannon-Bowers, Eduardo Salas, and Charles Converse in 1993, who proposed that effective teams hold compatible representations of both the task they perform and the way they work together. Measuring these representations is a distinctive methodological challenge: Mathieu, Heffner, Goodwin, Salas, and Cannon-Bowers' 2000 study showed how to elicit each member's mental model, represent it as a network of concept relations, and quantify how shared and how accurate those models are, then linked sharedness to team process and performance. DeChurch and Mesmer-Magnus' 2010 meta-analysis consolidated the evidence that team cognition robustly predicts team effectiveness. The approach forms a pipeline from elicitation through network representation to convergence scoring and outcome prediction.	The psychological contract is an employee's set of beliefs about the reciprocal obligations between themselves and their employer — the unwritten promises that go beyond the formal employment agreement. Denise Rousseau revived and reframed the concept in her 1989 paper, defining it as the individual's perception of mutual exchange terms, and her 1990 study of new hires distinguished transactional obligations (pay for performance, narrow and economic) from relational ones (loyalty and support, broad and open-ended). Measuring the psychological contract means assessing what employees believe each side has promised and whether those promises are kept. Robinson and Morrison's 2000 longitudinal study sharpened the measurement of breach — the perception that the employer has failed to fulfill obligations — and its emotional aftermath, violation. These measures explain why unmet expectations erode trust, satisfaction, citizenship behavior, and retention.