When performance goals deter performance: Transfer of skills in integrative negotiations

Abstract

The current study deals with the ability of teams to learn and transfer complex knowledge across situations and therefore achieve better long term performance. In an experiment on integrative (value-creating) negotiations, High Learning Teams (with learning goals, high learning values, and team discussions) and Low Learning Teams (with performance goals, low learning values, and no team discussions) participated first in a repeated integrative negotiation task and then in a new more complex one. In the first task both types of teams improved their performance over time. However, in the second transfer task, when conditions changed, High Learning Teams performed better than Low Learning Teams. Findings indicate that the High Learning Teams’ advantage cannot be attributed to the discussion alone. Furthermore, for the Low Learning Teams, negative transfer was observed: when faced with a new component, not experienced before, these teams performed worse than teams that had no experience at all.