Chasing two hares at once: The effects of goal orientation (in)congruence in teams

Abstract Organizations must excel at what they do well while also learning new ways of operating to achieve long‐term success. Work teams may thus find themselves pursuing contradictory objectives to support the organization's strategy. We investigated teams' goal orientation (in)congruence and its impact on task meaningfulness and, ultimately, performance, hypothesizing the potential pitfalls of teams simultaneously pursuing both learning‐ and performance‐goal orientations. Three‐wave, multisource data were collected from 109 teams at a large North American mortgage company. In a polynomial regression and response surface analytical framework, team task meaningfulness—and subsequent team performance—was enhanced when teams had greater divergence between their learning‐ and performance‐goal orientations but suffered when both goal orientations were more aligned. Our investigation thus revealed the potential pitfalls of teams simultaneously pursuing both learning‐ and performance‐goal orientations. We discuss the theoretical contributions of the team goal orientation incongruence effect substantiated in this study, as well as implications for practice and future research.