Harming high performers : A social comparison perspective on interpersonal harming in work teams

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalNot applicablepeer-review

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Detail(s)

Original languageEnglish
Pages (from-to)588-601
Journal / PublicationJournal of Applied Psychology
Volume96
Issue number3
StatePublished - May 2011

Abstract

This study developed a multilevel model of the interpersonal harming behavior associated with social comparison processes in work teams. We tested this model using temporally lagged data from a sample of student teams (Study 1) and cross-sectional data from a sample of work teams in a telecommunication services company (Study 2). In both studies, social relations analyses revealed that in teams with less cooperative goals, comparison to a higher performing team member was positively associated with interpersonal harming behavior, but only when expectations of future performance similarity to that member were low. The interactive relationship of social comparison and expected future performance similarity with interpersonal harming was buffered, however, in teams with more cooperative goals. © 2010 American Psychological Association.

Research Area(s)

  • Cooperative team goals, Interpersonal harming behavior, Social comparison

Citation Format(s)

Harming high performers : A social comparison perspective on interpersonal harming in work teams. / Lam, Catherine K.; Van der Vegt, Gerben S.; Walter, Frank; Huang, Xu.

In: Journal of Applied Psychology, Vol. 96, No. 3, 05.2011, p. 588-601.

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalNot applicablepeer-review