Does mental model similarity equal innovation team performance?

Purpose This paper addresses challenges and opportunities of interdisciplinary teamwork in innovation management, focusing on how team mental models (TMMs) can foster more effective collaboration among team members from diverse backgrounds. The research examines the relationship between TMM similarity and team performance in interdisciplinary innovation teams. Design/methodology/approach An exploratory study was conducted with 55 participants across 15 teams. TMM similarity was measured by analyzing team interactions using a web-based interface that facilitated contrasted comparison ratings. These ratings were first processed into individual graphs via a shortest-node-finding pathfinder algorithm, then compared. Subject matter experts evaluated team performance. Findings The results reveal a significant positive correlation between TMM similarity and team performance in interdisciplinary innovation teams, suggesting that greater alignment in team members' mental models enhances overall innovation project performance. Research limitations/implications Although the academic programs sampled replicate the environment, challenges and various other aspects of innovation projects, they can only be considered proxies for innovation projects within real organizations. Further research within professional environments, using a larger sample, is recommended. Practical implications The findings highlight the value of assessing and fostering TMM similarity to improve teamwork and performance in interdisciplinary innovation projects. The interface and code used are publicly available to encourage their implementation in organizations. Originality/value This research provides novel insights into the application of TMMs within interdisciplinary innovation teams, extending the concept beyond its traditional use in unidisciplinary and structured task settings.