Abstract
In the workplace, people can experience various types of failure and frustrations resulting in spontaneous social comparisons with other colleagues who are more (upward comparison) or less (downward comparison) successful. Upward comparisons especially have been shown to increase envy toward the outperforming benchmark colleague, which could negatively affect social interaction with this colleague. In line with this, our results consistently show that upward comparisons are associated with higher levels of experienced envy, as well as with a lower transmission rate of high‐quality information. By contrast, type of social comparison had no impact on the amount of transmitted low‐quality, work‐relevant information. Theoretical and practical implications are discussed.
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