Cutthroat cooperation: Asymmetrical adaptation to changes in team reward structures

• 成果类型: Article
• 署名作者: Johnson, MD; Hollenbeck, JR; Humphrey, SE; Ilgen, DR; Jundt, D; Meyer, CJ
• 署名单位: Michigan State University; Michigan State University's Broad College of Business; State University System of Florida; Florida State University; Baylor University; Michigan State University
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/AMJ.2006.20785533
• 发表日期: 2006
• 页码: 103-119
• 关键词: CONTINGENCY THEORY; performance; work; interdependence; COMPETITION; trust; LEVEL

摘要

To examine social interdependence theory dynamically, we develop a theory of structural adaptation based on asymmetric adaptability. We suggest that it is more difficult for teams to shift from competitive to cooperative reward structures than from cooperative to competitive structures. We show that teams that switch from competitive to cooperative reward structures demonstrate cutthroat cooperation. In their performance, marked by lower team decision accuracy and higher speed, they resemble competitive teams more than cooperative teams. Information sharing, also lower for cutthroat cooperation teams than for other cooperative teams, partially mediates the relationship between reward structure and accuracy.