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      When goal orientations collide: effects of learning and performance orientation on team adaptability in response to workload imbalance

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      Author
      Porter, C. O. L. H.
      Webb, J. W.
      Gogus, Celile Itir
      Date
      2010
      Source Title
      Journal of Applied Psychology
      Print ISSN
      0021-9010
      Electronic ISSN
      1939-1854
      Publisher
      American Psychological Association
      Volume
      95
      Issue
      5
      Pages
      935 - 943
      Language
      English
      Type
      Article
      Item Usage Stats
      124
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      662
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      Abstract
      The authors draw on resource allocation theory (Kanfer & Ackerman, 1989) to develop hypotheses regarding the conditions under which collective learning and performance orientation have interactive effects and the nature of those effects on teams’ ability to adapt to a sudden and dramatic change in workload. Consistent with the theory, results of a laboratory study in which teams worked on a computerized, decision-making task over 3 performance trials revealed that learning and performance orientation had independent effects on team adaptability when teams had slack resources available for managing their changed task. Time helped explain the independent effects of performance orientation. Results also revealed that learning and performance orientation had interactive effects when teams did not have slack resources. Finally, the results of this study indicate that teams lacking slack resources were better able to balance high levels of learning and performance orientation over time with practice on the changed task.
      Keywords
      Adaptive behavior
      Collective learning orientation
      Collective performance orientation
      Decision making
      Group process
      Goal orientation
      Learning orientation and performance orientation interactions
      Organizational objectives
      Psychological theory
      Team adaptability
      Permalink
      http://hdl.handle.net/11693/22237
      Published Version (Please cite this version)
      http://dx.doi.org/10.1037/a0019637
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      • Department of Management 551
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