Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 87-99 |
| Number of pages | 13 |
| Journal | Group Dynamics |
| Volume | 10 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 1 Jun 2006 |
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Keywords
- Competition
- Motives
- Social interdependence
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Competitive motives and strategies : understanding constructive competition. / TJOSVOLD, Dean William; JOHNSON, David W.; JOHNSON, Roger T.; SUN, Haifa.
In: Group Dynamics, Vol. 10, No. 2, 01.06.2006, p. 87-99.Research output: Journal Publications › Journal Article (refereed)
TY - JOUR
T1 - Competitive motives and strategies : understanding constructive competition
AU - TJOSVOLD, Dean William
AU - JOHNSON, David W.
AU - JOHNSON, Roger T.
AU - SUN, Haifa
PY - 2006/6/1
Y1 - 2006/6/1
N2 - This study examines the impact of motives and strategies on the constructiveness of competition. Sixty-four managers and 28 employees from Mainland China organizations described specific incidents of competition, from which indices of constructive competition were developed. They then rated motives and strategies that were hypothesized to affect competition and its outcomes. These indices of constructive competitive were then correlated with the motives and strategies. The results indicated that internal motivation to compete and the strategy of competing fairly were found to be the most powerful influences on the constructiveness of competition. Task and ego motives, extrinsic motivation, the motive to prevent others from benefiting, and the strategy to obstruct the other had very little impact on constructive competition.
AB - This study examines the impact of motives and strategies on the constructiveness of competition. Sixty-four managers and 28 employees from Mainland China organizations described specific incidents of competition, from which indices of constructive competition were developed. They then rated motives and strategies that were hypothesized to affect competition and its outcomes. These indices of constructive competitive were then correlated with the motives and strategies. The results indicated that internal motivation to compete and the strategy of competing fairly were found to be the most powerful influences on the constructiveness of competition. Task and ego motives, extrinsic motivation, the motive to prevent others from benefiting, and the strategy to obstruct the other had very little impact on constructive competition.
KW - Competition
KW - Motives
KW - Social interdependence
UR - http://commons.ln.edu.hk/sw_master/2484
U2 - 10.1037/1089-2699.10.2.87
DO - 10.1037/1089-2699.10.2.87
M3 - Journal Article (refereed)
VL - 10
SP - 87
EP - 99
JO - Group Dynamics
JF - Group Dynamics
SN - 1089-2699
IS - 2
ER -