The results showed that competitive attitude was significantly correlated with trait competitiveness, r = 0.41, p < 0.05; it was also significantly correlated with Type A personality, r = 0.20, p < 0.01. Organizations can also provide training to help employees increase their competitive attitude and behavior. (2012). Six graduate students and one professor in industrial and organizational psychology worked together to generate the original items and decide which item was suitable for each scale. This hypothesis predicted a congruence effect of competitive attitude and behavior on job crafting. Finally, we note that our Hypothesis 2a was not supported. An industry is likely to face a conflict situation if a player/s have extremely high stakes to dominate the industry. Friedman, M., and Rosenman, R. H. (1959). They provide satisfactory levels of service but fail to excel. B., Demerouti, E., and ten Brummelhuis, L. L. (2012). The two sides of competition: competition-induced effort and affect during intergroup versus interindividual competition. Soc. Friedman, M., and Rosenman, R. (1974). When the competitive climate is weak, the personal competitive attitude and behavior play more important roles in driving job crafting behavior, whereas when competitive climate is strong, this environmental power is efficient enough such that the relationship of personal competitive attitude and behavior with job crafting would not be very close. Means, standard deviations, correlations, and reliability estimates in Study 1. (1995). The indirect effect became weaker (conditional indirect effect = 0.04, 95% Bias-corrected CI [-0.06, 0.14]) in a low competitive climate. Based on the definition and our main concern that focusing on the difference of attitude and behavior from trait competitiveness, we developed the measurement of competitive attitude and competitive behavior. Hypothesis 2d suggested that performance would be higher when the levels of competitive attitude and behavior are high. It may arise because firms do not recognize their competitors owing to difficulties in defining market boundaries. How comparing oneself favorably with others relates to well-being. They announced the investigation and sent the link via smartphone within their telecommunity. Work engagement, performance, and active learning: the role of conscientiousness. This link helps understand the connections among traitattitudebehavioroutcomes (performance) involved in competition. Fourth, both studies in the current research use correlational methods. Polynomial regressions of job crafting and performance on competitive attitude and behavior congruence/incongruence. The results of regression showed the coefficients of competitive attitude (B = 0.21, SE = 0.13, p = 0.11, 95% CI [-0.05, 0.47]), competitive behavior (B = 0.53, SE = 0.16, p = 0.00, 95% CI [0.21, 0.85]), and their interaction term (B = 0.03, SE = 0.15, p = 0.84, 95% CI [-0.26, 0.32]) were positive. (2001). We know little about how trait competition, competitive attitude, and competitive behavior relate to each other, and there have been no measures estimating competitive attitude and competitive behavior. A sweeter win: when others help us outperform them. Researchers claim that people enjoy prevailing over others (Klein and Miller, 1998; Matsumoto and Willingham, 2006; Dohmen et al., 2011). Figure 1 shows the research model of the present research. J. Appl. Organ. Firms come to some arrangement that inhibits competition in a market. Prod. H1: Trait competitiveness is an antecedent factor of competitive attitude and competitive behavior.
Assoc. Thus, we propose that: H2a: There is a congruent effect of competitive attitude and behavior on job crafting. In particular, competitive attitude and competitive behavior simultaneously influence job behavior in different ways. 114, 817868. Hypothesis 2a predicted a congruence effect of competitive attitude and behavior on job crafting. Salespeople who worked for an insurance company and sold life insurance via telephone were recruited to be participants. To investigate this relationship, psychology employs microanalysis to account for and consider individual and/or group characteristics that may link competition and performance (e.g., Wittchen et al., 2013). Tesser, A., and Collins, J. E. (1988). The results preliminarily confirmed the structure of competitive attitude and competitive behavior scales.
Competitors play a very important role in raising the noise levels (for instance, through advertising) and thus, help in expansion of the category/industry. HW and LW proposed the research idea and made the research design. After controlling for gender, age, and tenure, step 2 showed that competitive attitude (B = 0.34, SE = 0.06, p = 0.00, 95% CI [0.23, 0.46]) and competitive behavior (B = 0.42, SE = 0.05, p = 0.00, 95% CI [0.32, 0.51]) were significantly related to trait competitiveness and accounted for additional 8% and 15% of variance, respectively. Hypothesis 3b was supported. This is specially true for the lead players of the industry. In Model 3, job crafting was positively but marginally correlated with performance (B = 0.36, SE = 0.19, p = 0.05, 95% CI [-0.00, 0.73]) when competitive behavior (T1) was entered into the regression analysis. In particular, our findings demonstrate that job crafting (Wrzesniewski and Dutton, 2001; Berg et al., 2008; Parker and Ohly, 2008) can explain the mechanism how competitive attitude and competitive behavior relate to job performance. Relat. Kohn (1992) proposed a concept called intentional competitiveness that depicts an internal desire to be the best. That is, people low in trait competitiveness can also exhibit competitive behavior in certain circumstances, particularly in a competitive climate. Econ. An ecology of affiliation. Employees objective performance was measured at Time 3 using their archival sales performance records for the 1-month period following the Time 2 survey. J. Soc. Berg, J. M., Grant, A. M., and Johnson, V. (2010). They first received a link. The success of male and female entrepreneurs: a comparative analysis of the effects of multi-dimensional achievement motivation, in Managing Take Off in Fast-Growth Companies, eds R. W. Smiler and R. L. Kuhn (New York, NY: Praeger), 147161. Behav. For both studies, the data were collected online. (2004). This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). 
Bull. 2, 143155. 104, 320338.
Hypothesis 4b was supported. doi: 10.1108/01443579610106373, Ingram, P., and Yue, L. Q. It has been reviewed & published by the MBA Skool Team. Specifically, supervisors rated employees with high levels of trait competitiveness lower in performance when the team was perceived as being more competitive. This is particularly because outperforming others can make people feel proud (Tesser and Collins, 1988; Exline and Lobel, 2001) and successful (Thompson et al., 1995). Custom Packaging Why do You Need to Stop Using Regular Shipping Boxes?
Without competition, companies satisfice. J. Soc. Personorganization fit: an integrative review of its conceptualizations, measurements, and implications. 95, 279285. doi: 10.1162/003355399556151, Fletcher, T. D., Major, D. A., and Davis, D. D. (2008). We found that trait competitiveness can be an antecedent of competitive attitude and competitive behavior. Specifically, when the competitive climate is weak, the employee with high competitive attitude and competitive behavior, who shows that he wants to be best in workplace, will be isolated by others. Job crafting: towards a new model of individual job redesign. Resour. J. Pub. J. Exp.
doi: 10.1093/qje/120.2.701, Bakker, A. A theory of co-operation and competition. Pers. 91724102. Given its importance, scholars from many areas, including economics (e.g., Klemperer, 1995; Porter, 1998; Fehr and Schmidt, 1999; Aghion et al., 2005), sociology (Hayward and Kemmelmeier, 2007), politics (e.g., Martimort and Semenov, 2008; Besley et al., 2010; Becker-Ritterspach and Drrenbcher, 2011), management (e.g., Hum and Sim, 1996; Ketchen et al., 2004; Blanes and Nossol, 2011; Kuhlen and Tymula, 2012), and psychology (for recent studies, see Wittchen et al., 2013; De Waal-Andrews and Van Beest, 2018), have paid much attention to competition.
People will interact with the organization, given that they are influenced by the environment, to learn how to adjust their attitude and behavior to fit the competition demands. The reason for this varies from creed to selfishness. Future research should incorporate more efforts to clarify whether competitive attitude and competitive behavior take effect independently or interactively. (2011). We obtained a sample of 283 employees, 148 males (52.3%); their mean average age was 24.83 years (SD = 4.64).
Organ. Additionally, job crafting (T2) was positively correlated with performance (B = 0.32, SE = 0.18, p = 0.08, 95% CI [-0.04, 0.68]) when competitive behavior (T1) was entered into the regression. Br. We argue that this finding may be due to their sample consisting of information technology employees accustomed to achieving better performance due to their tendency to work with a highly interdependent team. Rev. Acad. 21, 5875. doi: 10.1037/0022-3514.55.5.695, Thiel, M. (2017). doi: 10.1016/j.jpubeco.2010.11.025. Brown et al. The simple slope test showed that when the competitive climate was high (Mean + SD), the relationship between job crafting and competitive attitude was stronger (B = 0.18, p = 0.00) than when the competitive climate was low (B = 0.04, p = 0.36; Mean - SD) (the interaction is plotted in Figure 4).
doi: 10.1016/j.pubeco.2008.02.008, Matsumoto, D., and Willingham, B. Time-based competition: literature review and implications for modelling.
At Time 3, the end of the second month, we collected the sales performance data (monthly sales revenue) for each employee from the company. We proposed two dynamic factors including competitive attitude and competitive behavior to show that competition behavior can be driven by some internal psychological characteristics that can be changeable and adaptable under different environments. Crafting a job: Revisioning employees as active crafters of their work. Distinct from trait competitiveness but akin to competitive attitude, competitive behavior is similarly dynamic, and can be exhibited even without trait competitiveness. Soc. These findings support the two-component dynamic model combining competitive attitude and behavior, which helps promote understanding of the dynamics of competition and its consequences at the individual level. They are two proximal variables, closely related to job behavior and performance. Moreover, competitive behavior was moderately correlated with competitive attitude, r = 0.31, p < 0.01. Competition and innovation: an inverted-U relationship. 58, 94113. Burt, R. S. (1992). doi: 10.1177/014616727800400209, Henson, S. M., and Cushing, J. M. (1996). Received: 28 July 2018; Accepted: 26 October 2018;Published: 21 November 2018. These results provided preliminary evidence for the reliability and validity of our two new scales and supported their usefulness in the subsequent study. Employees demographics measured at Time 1, including gender, age, and organizational tenure, were included as control variables in the analyses since they could be related to engagement (e.g., de Lange et al., 2008; Van den Broeck et al., 2008) and performance (e.g., Bakker et al., 2012). The thrill of victory and the agony of defeat: spontaneous expressions of medal winners of the 2004 Athens Olympic games. However, they are not trait-like or static. We thank Beijing Positive Psychology Foundation and National Natural Science Foundation of China for their support to this research. J. Innovat. Does it mean these people will definitively lose in a competition? (2012). An item was accepted for inclusion only when all group members agreed. Behav. doi: 10.5465/AMR.1989.4279066. 
This climate drives employees to be competitive, no matter whether the employees themselves are trait-like competitive. Int. Actually, both perspectives view competition as a means to outperform others and survive effectively. They showed that a competitive situation would influence the performance of a team engaged in a low-interdependence task. 58, 51100. This sales performance record was the standardized value of sales (i.e., z-score) from all insurance products sold by each employee in our sample. 91, 568581. Fourth, our findings explain the path that links trait competitiveness, competitive attitude and behavior, job crafting, and the job performance. The results (see Table 1) showed that the two-factor model fit the data well, with each item loaded onto the designated factor, 2/df = 2.57, root mean square error of approximation = 0.087 (90% CI [0.065, 0.11]), comparative fit Index = 0.98, goodness of fit index = 0.92, and normed fit index = 0.96. doi: 10.2307/1593769, Martimort, D., and Semenov, A. Competitive crowding and risk taking in a tournament: evidence from NASCAR racing. 55, 6878. (2018). doi: 10.2189/asqu.52.2.208, Brown, S. P., Cron, W. L., and Slocum, J. W. (1998). Pers. Int. Pers. Admin. Hierarchical regression results (Study 2). FIGURE 2. In particular, we propose a dual-dynamic model of competitive attitude and competitive behavior and examine how competitive attitude and behavior relate to trait competition as an individual factor and competitive climate as an environmental factor in an effort to discover how their interactions might influence the performance in workplace. Berg, J. M., Dutton, J. E., and Wrzesniewski, A. Type A Behavior and Your Heart. The simple slope test showed that when the competitive climate was high, the relationship between job crafting and competitive behavior was stronger (B = 0.24, p = 0.00) than when the competitive climate was low (B = 0.01, p = 0.93). Med. How To Find A Good Harassment Training Company? The content on MBA Skool has been created for educational & academic purpose only. 62, 8898. 14, 19. Their average age was 24.72 years old, 78 males (50.3%). Hypothesis 2c suggested that job crafting would be higher when both the levels of competitive attitude and behavior are high. It is even viewed as a component of human nature (Churchill et al., 1997; Klein and Miller, 1998; Matsumoto and Willingham, 2006; Dohmen et al., 2011), and human beings develop through competition with the environment and within the species (Kohn, 1992; Carroll and Tomas, 1995; Pfeffer and Sutton, 2000; Birkinshaw, 2001; Marino and Zbojnk, 2004; De Waal-Andrews and Van Beest, 2018). Their average age was 35.06 years (SD = 5.04), 154 females (74%). The dashed line represents the incongruent line, along with competitive behavior becomes lower and competitive attitude becomes higher from the left corner to the right corner. H3a: Competitive attitude leads to better job performance via job crafting; employees with a high level of competitive attitude will demonstrate more job crafting behavior that in turn will help them achieve a higher level of performance. Drawing upon self-determination theory and the personenvironment interaction perspective, we examine how employee competitive attitude and competitive behavior can be influenced by both personal characteristics and team climate, which in turn leads to different work outcomes, as demonstrated in two studies. 32, 357404. Psychol. Psychol. The present research also examines the mechanism that governs how competitive attitude and competitive behavior relate to job performance. They were informed of their rights and the benefits of participation and that they could quit at any time.
Difference Between Offer and Invitation to Offer (Treat), Patronage Buying Motives of Consumers | Emotional & Rational, Understanding the Digital Marketing Environment, How Do Beginners Invest in Gold & Silver With Dealers. Competitive attitude and competitive behavior are the two dynamic features that people can learn to embody that allow them to compete with others. doi: 10.1080/02678370802390132, De Waal-Andrews, W., and Van Beest, I. Further research should address this issue by using experimental method or other causality research design. doi: 10.1006/jesp.1995.1021, Tims, M., and Bakker, A. doi: 10.1111/j.2044-8295.2012.02123.x, Wrzesniewski, A., and Dutton, J. E. (2001). The results also showed that when the competitive climate was high, the indirect effect of competitive behavior on performance via job crafting was significant and positive (conditional indirect effect = 0.08, 95% bias-corrected CI [0.01, 0.19]). doi: 10.1287/mnsc.1110.1383, Bothner, M. S., Kang, J., and Stuart, T. E. (2007). Team competition spurs continuous improvement at Motorola. Third, firms may choose to acknowledge the territories of their competitors (geography, market segment, product technology) in order to avoid harmful head-to-head competition.
A person may not like competition and therefore harbors a negative attitude toward competition. Spence, J. T., and Helmreich, R. L. (1983). First, we contribute to the literature on competition at the individual level. Mark. Rec. New York, NY: Wiley. They are dynamic and can be adaptable to determine employees behaviors, whether trait competitiveness is high or low. Acad. The power of the social domain in sustainable development: non-market strategies for generating sustainable competitive advantage. Manag. doi: 10.1287/mnsc.1110.1379, Marino, A. M., and Zbojnk, J. Clin.
They take horizontal social comparison and try their best to transcend others. Sample items are, I try to learn new things in work, and I seek advice and guidance from my supervisor. The scale was measured on a seven-point Likert scale, ranging from 1 (totally disagree) to 7 (totally agree). Taken together, we think that both competitive attitude and competitive behavior can drive more job crafting behavior that, in turn, helps achieve better job performance. Churchill, G. A., Ford, N. M., and Walker, O. C. (1997). Competitive attitude and competitive behavior can relate to job performance via being associated with job crafting, and this relationship will be moderated by environmental competitive climate. J. doi: 10.1287/orsc.1090.0497, Besley, T., Persson, T., and Sturm, D. M. (2010). Attitude versus actions: the relationship of verbal and overt behavioral responses to attitude objects. Competitor reaction will be an important consideration when setting strategy. Am.
(1998) found that a competitive climate would interact with personal competitive traits of salespersons to influence goal setting and performance. Additionally, the indirect effect of competitive attitude on performance via job crafting was significant and positive (conditional indirect effect = 0.18, 95% bias-corrected CI [0.08, 0.27]) when the competitive climate was high. (1994). These results suggested that the two scales had a good structural validity. Type A personality was usually measured using a scale developed by Friedman and Rosenman (1959). The descriptive statistics, correlations, and reliability coefficients among study variables are reported in Table 3. As for individuals, it is true that not everyone has a high level of trait competitiveness. Relative versus absolute income, joy of winning, and gender: brain imaging evidence. Examining longitudinal relations among job resources and work engagement for stayers versus movers. doi: 10.1177/0146167295211007, Kristof, A. L. (1996). This work was partially supported by Beijing Positive Psychology Foundation Grant No. The term Competitive means willing and eager to compete. Manag. However, according to the perspective of social psychology that behavior and attitude are substantially different (Wicker, 1969; Kraus, 1995), competitive behavior can also be different from competitive attitude. Consider the following situation. In this case, the written informed consent was not obtained from each participant. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. However, the results suggested that the congruence and incongruence line were U-shaped. The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. In this study, we propose two concepts, competitive attitude and competitive behavior, both of which function as proximal factors that relate directly to performance.
