Cutthroat cooperation: Asymmetrical adaptation to changes in team reward structures

Article Abstract:

A theory of structural adaptation based on 'asymmetric adaptability' is developed in order to explore the social interdependence theory dynamically and it is indicated that it is more difficult to for teams to shift from competitive to cooperative reward structures. Results show that teams that switch from competitive to cooperative reward structures demonstrate cutthroat cooperation in their performance, marked by lower team decision accuracy and higher speed.

Employee incentives

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Cooperation, competition, and team performance: Toward a contingency approach

Article Abstract:

A study involving seventy-five people in four-person teams examined whether the relationship between reward structure and team performance is dependent upon task dimension, team composition, and individual performance level. The results revealed that reward structure had more impact on team members with low performances.

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Asymmetric adaptability: Dynamic team structures as one-way streets

Article Abstract:

A study was conducted to test whether teams working on a command and control simulation adapted to structural change in the manner implied by contingency theories. Teams shifting from a functional to a divisional structure showed better performance than teams making a divisional-to-functional shift.

Organizational structure

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