Group Dynamics: Theory, Research, and Practice, Vol 29(1), Mar 2025, 34-54; doi:10.1037/gdn0000232
Objective: The objective of this study was to explain a process by which teams maintain performance in a multigoal context. The aims of this study were to (a) integrate Burke et al.’s (2006) theory of adaptive performance with the selection, optimization, and compensation (SOC) model to include specific adaptive strategies that lead to team performance and (b) extend the SOC model to include the team level of analysis. Specifically, we argue SOC can be conceptualized at the team level as a team strategy mental model (MM) that represents a shared understanding of goal selection strategies, the need to manage resources among strategic alternatives, and the implications of strategic decisions on goal pursuits in a multigoal, virtual context. Method: A novel virtual escape room task was designed to test study hypotheses using a sample of 48 teams. Results: Results indicated that SOC mental model similarity and accuracy have a significant amount of variation at the team levels, and this between-level variance is related to goal conflict. Additionally, team performance was related to SOC MM similarity, but not accuracy, and SOC MM similarity mediated the relationship between goal conflict and team performance. Finally, compensation MM similarity measured at the execution phase mediated the goal conflict to team performance relationship. Conclusion: Overall, our study shows that SOC MMs emerge within teams and, further, that the degree to which teams share these strategy MMs positively impacts performance. We discuss the theoretical and practical implications of these findings and offer suggestions for future research, particularly as they relate to virtual teams. (PsycInfo Database Record (c) 2025 APA, all rights reserved)