Research Interests
Susan Mohammed is an industrial/organizational psychologist whose research follows two streams: team/group dynamics and decision making. At a basic level, she is interested in the variables that contribute to team success and failure and has investigated factors such as team composition/diversity, team mental models, and temporal dynamics. Several of her studies have investigated the relationship between the individual differences of team members (e.g., Big Five personality traits, gender, ability) and team processes and outcomes (e.g., conflict, performance). Currently, she is investigating the conditions under which the mix of temporal traits in a team (e.g., time urgency, polychronicity) is helpful or harmful to team performance. Her team mental model research highlights the importance of team members being “on the same page” with regard to how they view the group task and how they work together as a team. Dr. Mohammed also examines individual and group decision making, with recent work focusing on decision making styles and group negotiation. Across both research streams, she adopts a multilevel as well as interdisciplinary perspective, and individual differences and cognition are dominant themes in her studies.
Recent Publications
Mohammed, S., Hamilton, K., & Lim, A. (in press). The incorporation of time in team research: Past, current, and future. In E. Salas, G. F. Goodwin, & C. S. Burke (Eds.), Team Effectiveness in Complex Organizations: Cross-disciplinary Perspectives and Approaches. Society for Industrial and Organizational Psychology Frontier Series. Mahwah, NJ: Erlbaum.
Badke-Schaub, P., Neumann, A., Lauche, K., & Mohammed, S. (2007).
Mental models in design teams: A valid approach to performance in design
collaboration? CoDesign, 3 (1), 5-20.
Okudan, G., & Mohammed, S. (2006). Facilitating design learning in
a collaborative environment: Findings on team functioning. International
Journal of Engineering Education - Special Issue on Design, 22 (3),
496-502.
Mohammed, S, & Angell, L. (2004). Surface- and deep-level diversity in workgroups: Examining the moderating effects of team orientation and team process on relationship conflict. Journal of Organizational Behavior, 25, 1015-1039.
Mohammed, S., & Angell, L. (2003). Personality heterogeneity in teams: Which differences make a difference for team performance? Small Group Research, 34 (6), 651-677.
Harrison, D. A., Mohammed, S., McGrath, J. E., Florey, A. T., Vanderstoep, S. W. (2003). Time matters in team performance: Effects of member familiarity, entrainment, and task discontinuity on speed and quality. Personnel Psychology, 56 (3), 633-669.
Mohammed, S., Mathieu, J. E., & Bartlett, B. (2002). Technical-administrative task performance, leadership task performance, and contextual performance: Considering the influence of team-and task-related composition variables. Journal of Organizational Behavior, 23, 795-814.
Mohammed, S., & Ringseis, E. (2001). Cognitive diversity and consensus in group decision making: The role of inputs, processes, and outcomes. Organizational Behavior and Human Decision Processes, 85 (2), 310-335.
Mohammed, S., & Dumville, B. (2001). Team mental models in a team knowledge framework: Expanding theory and measurement across disciplinary boundaries. Journal of Organizational Behavior, 22, 89-106.
