Cooperation, competition, and team performance: Toward a contingency approach

Bianca Beersma, John R. Hollenbeck, Stephen E. Humphrey, Henry Moon, Donald E. Conlon, Daniel R. Ilgen

Research output: Contribution to journalArticle

287 Scopus citations

Abstract

This study examined whether the relationship between reward structure and team performance is contingent upon task dimension, team composition, and individual performance level. Seventy-five four-person teams engaged in a simulated interactive task in which reward structure was manipulated. A competitive structure enhanced one task dimension, speed, whereas a cooperative structure enhanced accuracy. Teams with extroverted and agreeable members performed better under the cooperative structure, whereas teams low on these orientations performed better under the competitive structure. Finally, reward structure had more impact on team members with low performance.

Original languageEnglish (US)
Pages (from-to)572-590
Number of pages19
JournalAcademy of Management Journal
Volume46
Issue number5
DOIs
StatePublished - Oct 2003

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

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