Abstract
This study examines the role of within-team competition (i.e. team hypercompetition and team development competition) in a team process. We developed and tested a model that associates team collectivism as the antecedent of within-team competition, and knowledge sharing and team flexibility as the outcomes. The model was empirically tested with data from 141 knowledge-intensive teams. The empirical findings showed that team collectivism had a positive relationship with team development competition and a negative relationship with team hypercompetition. Regarding the outcomes, team development competition and team hypercompetition had an indirect relationship with knowledge sharing and team flexibility through team empowerment. We offer a number of original contributions to the team effectiveness literature, especially by showing that team hypercompetition and team development competition have different impacts on team knowledge sharing and team flexibility.
| Original language | English |
|---|---|
| Pages (from-to) | 947-978 |
| Number of pages | 32 |
| Journal | Human Relations |
| Volume | 67 |
| Issue number | 8 |
| DOIs | |
| State | Published - 27 Aug 2014 |
| Externally published | Yes |
Bibliographical note
Publisher Copyright:© The Author(s) 2014.
Keywords
- knowledge sharing
- team collectivism
- team empowerment
- team flexibility
- within-team competition
ASJC Scopus subject areas
- Arts and Humanities (miscellaneous)
- General Social Sciences
- Strategy and Management
- Management of Technology and Innovation