Collaboration in project teams: The role of mastery and performance climates

Abstract

Over the last years, project work in teams has become commonplace in organizations. Studies have indicated that the motivational climate in which teams operate is highly relevant in determining employee behavior. This study investigates the effect of motivational climates, as defined by goal setting theory, on collaboration in project teams. In a survey among 173 senior project members from different organizations, we found that congruence between performance and mastery climates is positively and significantly related to collaboration behavior in teams. Furthermore, we highlight the moderating role of prosocial motivation in the relationship between (in)congruence in motivational climates and collaboration. Specifically, we find that under conditions of low prosocial motivation, a focus on either a mastery or a performance climate is preferable to adopting a congruence between these two climates, at least in terms of collaboration in teams.