Outcome interdependence shapes the effects of prevention focus on team processes and performance |
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Authors: | Bianca Beersma Astrid C Homan Gerben A Van Kleef Carsten KW De Dreu |
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Institution: | 1. University of Amsterdam, Department of Work- and Organizational Psychology, Roetersstraat 15, 1018 WB Amsterdam, The Netherlands;2. University of Amsterdam, Department of Social Psychology, Roetersstraat 15, 1018 WB Amsterdam, The Netherlands |
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Abstract: | Although the effects of regulatory focus on individual-level performance have often been studied, relatively little is yet known about team-level effects. Filling this void, we integrate the notion that promotion-focused individuals are concerned with progress and achievement, whereas prevention-focused individuals are concerned with security and vigilance, with the insight that team processes and performance depend on outcome interdependence (individual versus team rewards). The hypothesis that prevention-focused teams react more strongly than promotion-focused teams to differences in outcome interdependence was tested among 50 teams performing an interactive command-and-control simulation. Regulatory focus and outcome interdependence were both manipulated. The results showed that prevention-focused teams working for team rather than individual rewards reported higher work engagement and less error intolerance, coordinated more effectively, and performed better. Promotion-focused teams were not influenced by outcome interdependence. We discuss the implications of our results for theory and effective team management. |
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Keywords: | Regulatory Focus Theory Teams Group dynamics Outcome interdependence Incentives Motivation |
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