Title: Exploring the interconnectedness among strategy development, shared mental models, organisational learning and organisational change
Author: Reneé Malan
Address: School of Management and Marketing, Faculty of Business and Law, University of Southern Queensland, Toowoomba, Queensland, Australia
Journal: Int. J. of Learning and Change, 2011 Vol.5, No.3/4, pp.227 - 241
Abstract: The cognitive psychological processes related to learning and change behaviour are factors that impact on organisational strategy development. Strategy development is dependent on strategic thinking that is reciprocally influenced by shared mental models, organisational learning and organisational change. Although strategy development, shared mental models, organisational learning and organisational change have been extensively researched as separate constructs, there is a growing need to explore the interconnectedness of these constructs in all their complexities. This paper presents a conceptual model for the process of forming organisational strategies that incorporate the development of shared mental models as a critical component in connecting individual and shared learning, organisational change and strategy development.
Keywords: strategy development; shared models; mental models; cognitive processes; psychological processes; interconnectedness; organisational learning; organisational change; strategic thinking; cognitive psychology; organisational strategies; individual learning; shared learning; learning behaviour; change contexts.