Competitive motives and strategies : understanding constructive competition
Document Type
Journal article
Source Publication
Group Dynamics
Publication Date
6-1-2006
Volume
10
Issue
2
First Page
87
Last Page
99
Keywords
Competition, Motives, Social interdependence
Abstract
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.
DOI
10.1037/1089-2699.10.2.87
Print ISSN
10892699
E-ISSN
19307802
Publisher Statement
Copyright © 2006 American Psychological Association
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Tjosvold, D., Johnson, D. W., Johnson, R. T., & Sun, H. (2006). Competitive motives and strategies: Understanding constructive competition. Group Dynamics, 10(2), 87-99. doi: 10.1037/1089-2699.10.2.87