Performance Pressure as a Double-edged Sword

2012

195 citations recorded by the source corpus.

Subfields: Safety Research, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/72938048651034a111e94b937b3409df319f1073

Citations in the corpus

• Teams in extreme environments: Alterations in team development and teamwork (2017, unknown): “Gardner (2012) describes performance pressure as an external force imposed on the team that includes shared outcome accountability, heightened scrutiny of the team's work, and significant consequences for the team's performance; whereas Salas, Driskell, and Hughes (1996) define stress as a process…”
• Perceived mastery climate, felt trust, and knowledge sharing (2018, unknown): “Although this climate fosters individual competition and delivers end results, it may actively obstruct the acquisition and sharing of knowledge (Gardner, 2012; Wang & Noe, 2010).”
• Entrepreneurship and dynamic capabilities: how firm age and size affect the ‘capability enhancement–SME performance’ relationship (2012, unknown): “…v ar ia b le s ar e co n ti n u o u s an d b o u n d ed fu ll sa m p le (n = 3 0 7 ) A ll co rr el at io n s ab o v e 0 .1 4 6 ar e si g n ifi ca n t (p \ 0 .0 5 tw o -t ai le d t te st ) y o u n g o r sm al l su b sa m p le (n = 1 9 1 ) Robb 2009; Gardner 2012; Grant 2012; Simsek et al. 2007).”
• Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation (2017, unknown): “When team-level performance pressure (TPP) is high, team members will be obligated to work together to deliver a high-quality outcome and to satisfy the company leaders or clients (Gardner 2012).”