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

Date
2010
Authors
Porter, C. O. L. H.
Webb, J. W.
Gogus, Celile Itir
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Instructor
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
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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.

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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
Citation
Published Version (Please cite this version)