Show simple item record

dc.contributor.authorWoike, Jan Kristian
dc.contributor.authorHafenbrädl, S
dc.date.accessioned2020-10-14T18:45:16Z
dc.date.issued2020
dc.identifier.issn0894-3257
dc.identifier.issn1099-0771
dc.identifier.other0
dc.identifier.urihttp://hdl.handle.net/10026.1/16536
dc.description.abstract

<jats:title>Abstract</jats:title><jats:p>Whether people compete or cooperate with each other has consequences for their own performance and that of organizations. To explain why people compete or cooperate, previous research has focused on two main factors: situational outcome structures and personality types. Here, we propose that—above and beyond these two factors—situational cues, such as the format in which people receive feedback, strongly affect whether they act competitively, cooperatively, or individualistically. Results of a laboratory experiment support our theorizing: After receiving ranking feedback, both students and experienced managers treated group situations with cooperative outcome structures as competitive and were in consequence willing to forgo guaranteed financial gains to pursue a—financially irrelevant—better rank. Conversely, in dilemma situations, feedback based on the joint group outcome led to more cooperation than ranking feedback. Our study contributes to research on competition, cooperation, interdependence theory, forced ranking, and the design of information environments.</jats:p>

dc.format.extent523-537
dc.languageen
dc.language.isoen
dc.publisherWiley
dc.subjectcompetition
dc.subjectcooperation
dc.subjectfeedback
dc.subjectforced ranking
dc.subjectinterdependence
dc.subjectpublic goods game
dc.subjectsocial comparison
dc.titleRivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives
dc.typejournal-article
dc.typeJournal Article
plymouth.author-urlhttps://www.webofscience.com/api/gateway?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=WOS:000512946500001&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=11bb513d99f797142bcfeffcc58ea008
plymouth.issue4
plymouth.volume33
plymouth.publication-statusPublished
plymouth.journalJournal of Behavioral Decision Making
dc.identifier.doi10.1002/bdm.2162
plymouth.organisational-group/Plymouth
plymouth.organisational-group/Plymouth/Faculty of Health
plymouth.organisational-group/Plymouth/Faculty of Health/School of Psychology
plymouth.organisational-group/Plymouth/REF 2021 Researchers by UoA
plymouth.organisational-group/Plymouth/REF 2021 Researchers by UoA/UoA04 Psychology, Psychiatry and Neuroscience
plymouth.organisational-group/Plymouth/REF 2021 Researchers by UoA/UoA04 Psychology, Psychiatry and Neuroscience/UoA04 Psychology, Psychiatry and Neuroscience MANUAL
plymouth.organisational-group/Plymouth/Users by role
plymouth.organisational-group/Plymouth/Users by role/Academics
dcterms.dateAccepted2019-10-16
dc.rights.embargodate2022-12-6
dc.identifier.eissn1099-0771
rioxxterms.versionofrecord10.1002/bdm.2162
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserved
rioxxterms.licenseref.startdate2020
rioxxterms.typeJournal Article/Review


Files in this item

Thumbnail
Thumbnail

This item appears in the following Collection(s)

Show simple item record


All items in PEARL are protected by copyright law.
Author manuscripts deposited to comply with open access mandates are made available in accordance with publisher policies. Please cite only the published version using the details provided on the item record or document. In the absence of an open licence (e.g. Creative Commons), permissions for further reuse of content should be sought from the publisher or author.
Theme by 
Atmire NV