Cooperation, competition and team performance: Toward a contingency approach

By B. Beersma, J. Hollenbeck, Stephen E. Humphrey, Henry Moon, Donald E. Conlon, Daniel R. Ilgen. 2002

318 citations recorded by the source corpus.

Subfields: Genetics, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d42534099928274087612a3df76113206fd8c526

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In Genetics

B. Beersma

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “task speed, but not accuracy, in the experimental context (Beersma et al., 2003; Johnson et al., 2006).”
HOW DIFFERENT TEAM DOWNSIZING APPROACHES INFLUENCE TEAM-LEVEL ADAPTATION AND PERFORMANCE (2008, background): “Hypothesis 2a. Quantitative behavioral change mediates the structural approach–team performance relationship.”
Behavioral and cognitive factors in entrepreneurship: entrepreneurs as the active element in new venture creation (2007, background): “…willingness to help others (prosocial behavior and organizational citizenship behavior; e.g., Podsakoff and MacKenzie, 1997), aggression (including aggression occurring in work settings; e.g., Griffi n and O’Leary-Kelly, 2004), and cooperation among work team members (e.g., Beersma et al., 2003).”
Does Team Culture Matter? Roles of Team Culture and Collective Regulatory Focus in Team Task and Creative Performance (2016, background): “Particularly, if a team culture fosters internal competitions among team members, they may not be willing to mobilize their collective efforts toward task accomplishment (Beersma et al., 2003).”
Facing differences with an open mind: Openness to experience, salience of intra-group differences, and performance of diverse work groups (2008, methodology): “Additionally, prior research using this task has shown that participants are motivated to perform well to increase their chances of a bonus (Beersma et al., 2003).”
Team effectiveness in China: Cooperative conflict for relationship building (2005, background): “For example, the value of group work is heightened for complex tasks, whereas for simple tasks individuals can be as or even more productive (Beersman et al., 2003; Johnson et al., 1981).”
Perceived mastery climate, felt trust, and knowledge sharing (2018, background): “Through employees sharing lessons learned and insights gained, others also profit from their knowledge accumulation (Beersma et al., 2003; Černe et al., 2014).”
Pay Contingency and the Effects of Perceived Organizational and Supervisor Support on Performance and Commitment (2009, background): “…of associations between pay contingency and POS (e.g., Eisenberger, Rhoades, et al., 1999; Johlke et al., 2002; Miceli & Mulvey, 2000), and the complex effects of pay contingency on performance (e.g., Beersma et al., 2003; Jenkins et al., 1998), an experimental design is specifically recommended.”
Facilitating Innovation in Diverse Science Teams Through Integrative Capacity (2012, background): “Individuals and groups with expert status may be unwilling to seriously consider the contributions of lower status members, whereas lower status members may be inclined to give more credence and air time to higher status members (Beersma et al., 2003; Hackman & Morris, 1983; Littlepage, Robison, & R”
Motivated Information Processing in Group Judgment and Decision Making (2008, background): “In such task environments, prosocial motivation may be better than proself motivation because it prevents group members from working against each other (Beersma et al., 2003).”
Facing Differences With an Open Mind: Openness to Experience, Salience of Intragroup Differences, and Performance of Diverse Work Groups (2008, unknown): “Additionally, prior research using this task has shown that participants are motivated to perform well to increase their chances of a bonus (Beersma et al., 2003).”
Win or Lose the Battle for Creativity: The Power and Perils of Intergroup Competition (2010, background): “Next, scholars have contended that the effects of intergroup competition on performance are contingent on a number of factors, such as the performance dimension of a task, the composition of a group, and the characteristics of individual group members (Beersma et al., 2003).”