Outcome interdependence shapes the effects of prevention focus on team processes and performance

B. Beersma, A.C. Homan, G.A. van Kleef, C.K.W. De Dreu

Research output: Contribution to JournalArticleAcademicpeer-review


Although the effects of regulatory focus on individual-level performance have often been studied, relatively little is yet known about team-level effects. Filling this void, we integrate the notion that promotion-focused individuals are concerned with progress and achievement, whereas prevention-focused individuals are concerned with security and vigilance, with the insight that team processes and performance depend on outcome interdependence (individual versus team rewards). The hypothesis that prevention-focused teams react more strongly than promotion-focused teams to differences in outcome interdependence was tested among 50 teams performing an interactive command-and-control simulation. Regulatory focus and outcome interdependence were both manipulated. The results showed that prevention-focused teams working for team rather than individual rewards reported higher work engagement and less error intolerance, coordinated more effectively, and performed better. Promotion-focused teams were not influenced by outcome interdependence. We discuss the implications of our results for theory and effective team management. © 2013 Elsevier Inc.
Original languageEnglish
Pages (from-to)194-203
JournalOrganizational Behavior and Human Decision Processes
Publication statusPublished - 2013


Dive into the research topics of 'Outcome interdependence shapes the effects of prevention focus on team processes and performance'. Together they form a unique fingerprint.

Cite this